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Work Culture (work + culture)
Selected Abstracts"He - men Could Talk to He - men in He - man Language": Lumberjack Work Culture in Maine and Minnesota, 1840,1940THE HISTORIAN, Issue 4 2008Adam Tomczik First page of article [source] Overcoming strangeness and communication barriers: a phenomenological study of becoming a foreign nurseINTERNATIONAL NURSING REVIEW, Issue 4 2005H. Magnusdottir rn Background:, This paper presents a study that explored the lived experience of foreign nurses working at hospitals in Iceland. Aim:, The aim was to generate an understanding of this experience both for local and international purposes. Method:, The methodology that guided the study was the Vancouver school of doing phenomenology. Sampling was purposeful and consisted of 11 registered nurse from seven countries. The data were collected in dialogues; the analyses were thematic. Findings:, The findings are presented in five main themes that describe the essence of the experience with the overall theme of ,Growing through experiencing strangeness and communication barriers'. The first theme portrays how the nurses met and tackled the multiple initial challenges. One of the challenges, described in the second theme, was becoming outsiders and needing to be let in. The third theme explores the language barrier the nurses encountered and the fourth theme the different work culture. The fifth then illuminates how the nurses finally overcame these challenges and won through. Conclusion:, The findings and their international context suggest the importance of language for personal and professional well-being and how language and culture are inseparable entities. [source] Women of courage: Leadership experiences of female Nigerian immigrants in TexasJOURNAL OF LEADERSHIP STUDIES, Issue 3 2009Gladys Ifeyinwa Nwabah A phenomenological hermeneutical research design served to explore the immigration and leadership experiences of 22 female Nigerian immigrants in Texas through analysis and interpretation of narrative data from one-on-one interviews and focus group interviews. The findings suggest that the process of adapting to American society and the work environment is not easy for female Nigerian immigrants. They must assimilate into American work culture and work harder to access leadership opportunities, despite their belief that equal skills should mean equal opportunity. Leadership experiences in America and Nigeria differ. Nigerian women's accents may generate negative reactions from native-born workers, and immigrant leaders may experience differential treatment. Adjustment to the host country and leadership success for Nigerian immigrant women in the United States depends on strong family support and networking. [source] Being there: the acceptance and marginalization of part-time professional employeesJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 8 2003Thomas B. Lawrence Part-time professional employees represent an increasingly important social category that challenges traditional assumptions about the relationships between space, time, and professional work. In this article, we examine both the historical emergence of part-time professional work and the dynamics of its integration into contemporary organizations. Professional employment has historically been associated with being continuously available to one's organization, and contemporary professional jobs often bear the burden of that legacy as they are typically structured in ways that assume full-time (and greater) commitments of time to the organization. Because part-time status directly confronts that tradition, professionals wishing to work part-time may face potentially resistant work cultures. The heterogeneity of contemporary work cultures and tasks, however, presents a wide variety of levels and forms of resistance to part-time professionals. In this paper, we develop a theoretical model that identifies characteristics of local work contexts that lead to the acceptance or marginalization of part-time professionals. Specifically, we focus on the relationship between a work culture's dominant interaction rituals and their effects on co-workers' and managers' reactions to part-time professionals. We then go on to examine the likely responses of part-time professionals to marginalization, based on their access to organizational resources and their motivation to engage in strategies that challenge the status quo. Copyright © 2003 John Wiley & Sons, Ltd. [source] | ||||||||||