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Article
Publication date: 1 July 2004

Shawnta S. Friday, Earnest Friday and Sherry E. Moss

Given the changing work force demographics and the increased globalization of businesses, the usage of a multidimensional construct to assess racioethnic differences in…

Abstract

Given the changing work force demographics and the increased globalization of businesses, the usage of a multidimensional construct to assess racioethnic differences in job‐related attitudes and behaviors may be able to provide researchers and practitioners with a better understanding of how to more effectively manage diverse individuals within various organizational contexts. As such, it is purported that racioethnicity is multidimensional, with at least three dimensions: physioethnicity, the physical dimension; socioethnicity, the sociocultural dimension; and psychoethnicity, the psychological dimension. It is further posited that examining socioethnicity and psychoethnicity, in addition to physioethnicity, will enable researchers and practitioners to assess the sociocultural and psychological dimensions of racioethnicity and their affects on various organizational behavioral outcomes, which have traditionally been ignored.

Details

Journal of Management Development, vol. 23 no. 6
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 9 October 2007

Shawnta S. Friday‐Stroud and J. Scott Sutterfield

The purpose of this paper is to present a conceptual framework for merging the strategic management process, the managerial decision‐making process and the six‐sigma…

5834

Abstract

Purpose

The purpose of this paper is to present a conceptual framework for merging the strategic management process, the managerial decision‐making process and the six‐sigma process into a single, unified decision model.

Design/methodology/approach

The methodology involves each of the three decision‐making processes, noting their similarities and differences, and arguing from the similarities that a single unified model will result in superior decisions.

Findings

The findings were that a single, unified model is possible and the resulting model is presented in the paper.

Research limitations/implications

Since this research results in a conceptual model only, it remains to be tested in actual practice. This testing is intended for a later paper.

Practical implications

If the testing of the model in practice results in superior decisions, the practical implications of the paper would be use of the Friday‐Stroud/Sutterfield model in practice for better management decisions.

Originality/value

The paper presents an original model, which results from merging the three‐decision‐making process.

Details

The TQM Magazine, vol. 19 no. 6
Type: Research Article
ISSN: 0954-478X

Keywords

Article
Publication date: 1 February 2004

Shawnta S. Friday, Sherry E. Moss and Earnest Friday

Recent studies of racioethnic differences in job satisfaction have yielded inconsistent results. It is posited that the physical variable race/national origin (synonymous…

1825

Abstract

Recent studies of racioethnic differences in job satisfaction have yielded inconsistent results. It is posited that the physical variable race/national origin (synonymous with physioethnicity), that is commonly used to operationalize race/ethnicity, is not sufficiently comprehensive to detect the social and cultural essence of racioethnicity. Thus, this article offers “socioethnicity” as a less observable type of racioethnicity. This delineation of socioethnicity enables the researchers and practitioners to measure the number of cultures with which an individual identifies. Based on previous research findings and grounded in orthogonal cultural identification theory, it is hypothesized that multicultural members of the majority group in a racioethnically diverse work environment will be more satisfied with their coworkers than monocultural members. Results supported the hypothesis.

Details

Journal of Management Development, vol. 23 no. 2
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 1 March 2002

Earnest Friday and Shawnta S. Friday

Many organizations have implemented formal mentoring programs within the last few years. Some organizations have realized success with their formal mentoring programs…

7249

Abstract

Many organizations have implemented formal mentoring programs within the last few years. Some organizations have realized success with their formal mentoring programs, while others have not fared so well. A missing link with many formal mentoring programs is a corporate level mentoring strategy. The lack of a corporate level mentoring strategy inhibits the mentoring process from becoming an integral part of an organization’s culture, therefore not allowing for the maximization of benefits that can be gained from effective formal mentoring processes and programs. Thus, this paper offers a framework for creating a corporate level mentoring strategy; a standardized mentoring process; and customized mentoring programs, all of which should align with the organization’s strategic positioning to facilitate the achievement of maximum effectiveness from the implementation of formal mentoring programs.

Details

Management Decision, vol. 40 no. 2
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 1 June 2003

Shawnta S. Friday and Earnest Friday

Given the growing racioethnic heterogeneity of today's global workforce, it is necessary for researchers and practitioners to continuously examine the impact of…

8457

Abstract

Given the growing racioethnic heterogeneity of today's global workforce, it is necessary for researchers and practitioners to continuously examine the impact of racioethnic diversity in various organizational contexts, both foreign and domestic. The impact of racioethnic diversity has received a lot of attention in the literature with respect to various organizational attitudes and behaviors. However, after canvassing the literature, there is a void with respect to assessing whether various dimensions of a job intrinsically motivate racioethnically‐diverse individuals differently. This line of research should be of interest to both researchers and practitioners, considering it is widely accepted that motivation is a precursor to various organizational outcomes, such as job satisfaction, absenteeism, and productivity. This study revealed that there are differences with respect to job satisfaction and the intrinsic motivation racioethnically‐diverse individuals derive from their jobs.

Details

Journal of Management Development, vol. 22 no. 5
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 1 June 2004

Earnest Friday, Shawnta S. Friday and Anna L. Green

Mentoring is highly regarded as a career‐enhancing phenomenon necessary for any aspiring executive. Several debates within the literature have led to a lack of consistency…

3266

Abstract

Mentoring is highly regarded as a career‐enhancing phenomenon necessary for any aspiring executive. Several debates within the literature have led to a lack of consistency regarding the definition of mentoring and a mentor, the functions of a mentor, and the various types of mentoring. It appears that much of the confusion stems from the relationship and association of mentoring with the concept of sponsoring. Within the majority of the literature regarding developmental relationships, sponsoring has been posited to be a sub‐function of mentoring. This paper presents two arguments for viewing and examining mentoring and sponsoring as distinctly different, non‐mutually exclusive, and possibly concurrent phenomena, as well as offers universal definitions for both terms. This delineation is offered to aid aspiring executives in their decision making process as to whether to select a mentor, a sponsor, or both.

Details

Management Decision, vol. 42 no. 5
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 1 December 2003

Earnest Friday and Shawnta S. Friday

Many organizations have implemented various types of initiatives within the last few decades in an effort to deal with diversity. A possible missing vinculum (link…

24080

Abstract

Many organizations have implemented various types of initiatives within the last few decades in an effort to deal with diversity. A possible missing vinculum (link) between how an organization deals with diversity and its impact on the bottomline is a corporate diversity strategy that is executed using a planned change approach to systemically manage diversity. While many organizations have implemented a corporate diversity strategy, most have not used a “planned change‐corporate diversity strategy”. The lack of a “planned change‐corporate diversity strategy” is quite likely to inhibit managing diversity from becoming systemic to an organization's culture and its way of doing business, thus tending to disallow the potential benefits of diversity to be maximized. Hence, this paper offers a framework for using a “planned change‐corporate diversity strategy” to: progress along the “diversity continuum” starting with acknowledging to valuing, and ultimately to managing diversity; and systemically managing diversity using a eight‐step “managing diversity process”.

Details

Journal of Management Development, vol. 22 no. 10
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 1 March 2005

Anna L. Green, Aretha Y. Hill, Earnest Friday and Shawnta S. Friday

To provide practitioners and researchers with a framework for using individuals' multiple intelligences (MI) to enhance team productivity.

9143

Abstract

Purpose

To provide practitioners and researchers with a framework for using individuals' multiple intelligences (MI) to enhance team productivity.

Design/methodology/approach

This paper is a general review paper that examines how the theory of MI as espoused by Gardner may be used to enhance the productivity of teams. Based on its use in organizational training, it is suggested that MI theory can and should be applied in the context of organizational teams. This descriptive paper is divided into the following sections: literature reviews of team development, team building, MI, and the use of MI in organizational training; and the development of a framework for using MI to enhance team productivity.

Findings

Provides information about how individual team members' varying degrees of the eight MI espoused by Gardner may be used to enhance their contributions to the team. Suggests that the enhanced contributions from team members will lead to enhanced team productivity, and ultimately, enhanced organizational productivity.

Research limitations/implications

Empirical research is needed to test the MI and team productivity framework presented. Additionally, from a conceptual and empirical perspective, the relationship between team productivity and other contemporary dimensions of intelligence, such as cultural, emotional, and practical intelligences, need to be investigated.

Practical implications

A very useful framework for managers to use as a tool to enhance the productivity of their teams by encouraging members to use their complementary intelligences to successfully accomplish team goals.

Originality/value

No other paper offers managers a practical framework to encourage team members to use more than just their written and verbal intelligences to complete an assigned task.

Details

Management Decision, vol. 43 no. 3
Type: Research Article
ISSN: 0025-1747

Keywords

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