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Course Structure

Human Resource Management - The Notebook

The Power to Influence

Managing People_Dawson College Chapter 4 - Leadership, Power & Influence

Bases of Power Having power and using power are two different things. For example, imagine a manager who has the power to reward or punish employees. When the manager makes a request, he or she will probably be obeyed even though the manager does not actually...

Innovatank Case - Chapter 3 - Managing Groups and Teams

Managing People_Dawson College Chapter 3 - Managing Groups and Teams

Innovatank Case - Chapter 3 - HRM- Managing Groups and Teams

History of Leadership

Managing People_Dawson College Chapter 4 - Leadership, Power & Influence

Brief History of Leadership  There are a few different varieties of King Arthur’s story, one of the most prominent folklore stories from England. Most versions tell either of how Arthur became king when the Lady of the Lake gave him a sword called Excalibur...

Theories of Leadership

Managing People_Dawson College Chapter 4 - Leadership, Power & Influence

Early Trait Approach  From the turn of the century until the 1940s, most leadership studies focused on the personality traits of individuals that made them leaders and not followers. Thomas Carlyle set the stage for the great man theory, and other researchers...

Leadership Styles

Managing People_Dawson College Chapter 4 - Leadership, Power & Influence

Traditional Leadership Styles Leadership style is a leader’s approach to providing direction, implementing plans, and motivating people. In 1939, psychologist Kurt Lewin and a team of researchers determined that there were three basic leadership styles: Autho...

Leadership vs Management

Managing People_Dawson College Chapter 4 - Leadership, Power & Influence

We’ve used the word “leader” and we’ve used the word “manager.” You may think they’re interchangeable, but they aren’t. They are different. Abraham Zaleznik, Harvard Business School Professor Emeritus, was the first to write about the differences between lead...

Leadership Roles and Issues

Managing People_Dawson College Chapter 4 - Leadership, Power & Influence

Leadership Roles Leaders are leaders because they’re asked to face new challenges and take on new roles all the time. The most successful of them are able to adjust and put their leadership skills to work in these new atmospheres. Let’s take a look at some of...

Innovatank Case - Chapter 4 - Leadership

Managing People_Dawson College Chapter 4 - Leadership, Power & Influence

Innovatank Case - Chapter 4 - HRM- Leadership

The Role of Ethics and National Culture

Managing People_Dawson College Chapter 4 - Leadership, Power & Influence

Power brings a special need for ethics, because the circumstances of power make it easy for misuse to occur. As we have seen, a company president wields at least three sources of power: legitimate from the position they hold, coercive from the ability to fire ...

From Management by Objectives to the Balanced Scorecard

Managing People_Dawson College Chapter 3 - Managing Groups and Teams

As you might expect, organizations use a variety of measurement approaches—that is, how they go about setting and managing goals and objectives. If you have an understanding of how the use of these approaches has evolved, starting with management by objectives...

Innovatank Case - Chapter 4B - Power and Influence

Managing People_Dawson College Chapter 4 - Leadership, Power & Influence

Introduction to Legislation

Managing People_Dawson College Chapter 5 - Legal Side

Equal opportunity is one of our nation’s core values and should be a core company policy. In this section, we’ll summarize employment discrimination legislation and highlight interpretation and enforcement changes The Law and Discrimination A SHRM article ...

Canadian Legal side of HRM

Managing People_Dawson College Chapter 5 - Legal Side

The Canadian Human Rights Act (CHRA) The CHRA became effective in March 1978. It proclaims that “all individuals should have an opportunity equal with other individuals to make for themselves the lives that they are able and wish to have and to have their n...

Discrimination and Harassment

Managing People_Dawson College Chapter 5 - Legal Side

Harassment and discrimination among faculty and researchers in Canada's postsecondary institutions Harassment and discrimination can exist across all Canadian workplaces, occurring in any type of occupation and setting, including postsecondary institutions. T...

Legal Context of HRM

Managing People_Dawson College Chapter 5 - Legal Side

The Black Lives Matter movement and the call for a ‘new’ police In the Spring of 2020, while the pandemic raged on, people from around the world rallied around a common cause: Black Lives Matter. This social movement has focused on a quest for liber...

Innovatank Case - Chapter 6 - Legal Side

Managing People_Dawson College Chapter 5 - Legal Side

Innovatank Case - Chapter 6 - HRM- Legal Side

Workforce Planning Process

Managing People_Dawson College Chapter 6-Planning for and Recruiting H...

Business Strategy and Workforce Planning What is Workforce Planning? The role of human resource management is to ensure that an organization has the talent—the right combination of skills, knowledge, aptitude and attitude—to achieve its strategic goals. The ...

Presentation Slides

Managing People_Dawson College Chapter 3 - Managing Groups and Teams

Please find in the attachment section the powerpoint slides that accompany this text.

Modern Management Theories

Managing People_Dawson College Chapter 3 - Managing Groups and Teams

These early scientific and humanistic approaches to managing people gave way to more studies on how to achieve more productivity, efficiency and profit. Those theories and findings became the basis for further learning. Systems View The systems view of manag...

Week 2 - Research Problem and Content Analysis

QUALITATIVE METHODS - THE NOTEBOOK

Week 8 - Entrepreneurial Finance and Accounting

Entrepreneurship - The Notebook

Week 1 - The Entrepreneurial Perspective + Intro

Entrepreneurship - The Notebook

Week 2 - The Entrepreneurial Journey and Pathways

Entrepreneurship - The Notebook

Week 3 - The Ethical and Social Responsibilities of Entrepreneurs

Entrepreneurship - The Notebook

Week 4 - Business Structure Options: Legal, Tax, Risk Issues

Entrepreneurship - The Notebook

Week 5 - Creativity, Innovation and Invention

Entrepreneurship - The Notebook

Week 6 - Identifying Entrepreneurial Opportunity

Entrepreneurship - The Notebook

Week 7 - Presentation Week

Entrepreneurship - The Notebook

Week 9 - No lecture

Entrepreneurship - The Notebook

Week 3- Legal Framework Continued

Human Resource Management - The Notebook

Week 10 - Telling your Entrepreneurial Story

Entrepreneurship - The Notebook

Week 11 - Presentation Week 2

Entrepreneurship - The Notebook

Week 12 - Entrepreneurial Marketing and Sales

Entrepreneurship - The Notebook

Week 13 - Sales Review + Business Model Review

Entrepreneurship - The Notebook

Week 14 - Artificial Intelligence and CSR

Entrepreneurship - The Notebook

Week 15 - Launch for Growth to Success

Entrepreneurship - The Notebook

Week 16 - Presentation Week 3

Entrepreneurship - The Notebook

Module 6: Recruitment and Selection

Human Resource Management - The Notebook

Assessing Current Human Resources

Managing People_Dawson College Chapter 6-Planning for and Recruiting H...

Why Assess Your Current Human Resources? Assessing current human resources involves developing a profile of the workforce that includes staff levels, demographics, and competencies (aka KSA or knowledge, skills, and abilities). CalHR recommends developing a...