Understanding the work beliefs of nonprofit executives through organizational stories

Abstract

This document contains three papers on organizational values. Understanding the Work Beliefs of Nonprofit Executives through Organizational Stories (Ava S. Wilensky, Carol D. Hansen) reports on a study during which qualitative interviews featuring a story component established that nonprofit executives constitute a diffuse managerial subculture and see themselves operating in a complicated and ambiguous world as they balance business and personnel requirements with the spiritual motivation of their service mission. Work-Related Values of Managers and Subordinates in Manufacturing Companies in Germany, Georgia, Kazakhstan, the Kyrgyz Republic, Russia, and the United States (K. Peter Kuchinke) reports on a survey of more than 4,000 respondents from 10 manufacturing companies in 2 Western countries and 4 countries of the former Soviet Union. The study examined the existence of within-country and between-country variation in cultural dimensions, differences between the values of managers and those of their subordinates, and the influence of demographic factors on culture. Valuing the Employment Brand: Attracting Talent That Fits (Diane M. Bergeron) argues that employment branding benefits both individuals and organizations, functions as a recruiting tool in a competitive labor market, and communicates the organization's values and work environment to potential applicants. All three papers include substantial bibliographies. (MN) Reproductions supplied by EDRS are the best that can be made from the original document. 2001 AHRD Con ference