Center For Writing Excellence 2009 Apollo Group Inc All Righ

Center For Writing Excellence 2009 Apollo Group Inc All Rights Re

Center for Writing Excellence © 2009 Apollo Group, Inc. All rights reserved Annotated Bibliography What is an annotated bibliography? An annotated bibliography is a list of citations to books, articles, web pages, and other documents. The reference citation is listed first and is followed by a brief description. The annotation informs the reader of the relevance and quality of the sources cited.

What is the purpose of the annotated bibliography? In certain classes, you will be asked to write an annotated bibliography, which sounds quite intimidating, but is simply a brief summary of something you have read or consulted during the course of your research on a given subject. The annotated bibliography has a structured format, and the purpose for this is to provide the organizational tool you need to keep track of your research and references. The bibliography may serve a number of purposes: illustrate the quality of research, provide examples, review literature on a particular subject, or provide further exploration of the subject. Provided below is a sample annotated bibliography.

Doctoral students should follow the sample annotated bibliography provided in courses. This sample annotated bibliography may differ in appearance from formatting required in the School of Advanced Studies. Annotated Bibliography Adult education. (2003). In Encyclopaedia Britannica online. Retrieved from This is a good overview article from a well-known, non-specialized encyclopedia that focuses on the various definitions of adult education.

A brief history of adult education worldwide is provided, as well as a discussion on the different modalities and delivery methods of adult education. An in-depth discussion of Britain’s Open University is included. Aslanian, C. B. (2001). Adult students today. New York, NY: The College Board. This is an exceptional resource for statistics about adult learners and their motivation for returning to school. The author presents a study spanning 20 years that illustrates extensive demographics, including average age, income, travel distance, cost, ethnicity, gender, religion, and field of study. Brookfield, S. (n.d.). Adult learning: An overview. Retrieved from This is an excellent and thorough article covering four major research areas: self-directed learning, critical reflection, experiential learning, and learning to learn. The author refutes current definitions of adult learning and motivation and proposes instead that culture, ethnicity, and personality have greater significance than are espoused in the current myths that describe adult learners. This article is interesting to consider in that it diametrically opposes the existing and widely accepted views on the subject.

Donaldson, J. F., Graham, S. W., Martindill, W., & Bradley, S. (2000, Spring). Adult undergraduate students: How do they define their experiences and their success? Journal of Continuing Higher Education, . Retrieved from The small study confirms current thinking that adults return to school for primarily external reasons, e.g., a major life event or career advancement. The research further illustrates that actual success in learning comes from an internal locus of control that includes life experience, maturity, motivation, and self-monitoring.

Marienau, C. (1999, Spring). Self-assessment at work: Outcome of adult learners’ reflections on practice. American Association for Adult & Continuing Education, 49(3), 135. Retrieved from As a qualitative study of adults in graduate programs, the study reviews adults’ use of self-assessment and experiential learning from the perspectives of performance at work and personal development. This article is enlightening in that it explores the benefits to the adult learner of self-assessment and introspection. The concept of purposefulness and the need for the adult learner to connect learning with concrete experience are discussed. Merriam, S. B., & Caffarella, R. S. (2001). Adult learning theories, principles and applications. San Francisco, CA: Wiley & Sons. This is a textbook used for the training of instructors of adult students. Several excellent and pertinent chapters are devoted to the self-determination of the adult student and the need for programs to be designed that allow adults to use their problem-solving skills. Moore, B. L. (1999). Adult student learners. Penn State Pulse Website. Retrieved from This website contained a survey of adult learners’ perceptions of their education experience at Penn State. The study contained a large survey sample and generally confirmed the findings of other studies at major universities. The important information gleaned is that the emphasis on adult learner programs at historically traditional universities is a much higher priority due to the increasing population of adult students. Sheldon, K. M., & Houser, M. L. (2001). General motivation for college measure. Journal of Personality and Social Psychology, 80, . Retrieved from This source is a psychosocial instrument designed to measure adult students’ general motivation for attending college. This instrument is appropriate to my research topic because it profiles adult students and rates motivation in terms of both intrinsic and extrinsic factors. It supports the findings in my other sources and adds another component: the pursuit of happiness.

Paper For Above instruction

The significance of organizational culture, social responsibility, and cultural diversity in contemporary management cannot be overstated. These areas have emerged as essential components for organizational success and sustainability in an increasingly interconnected and globalized world. By examining videos related to these themes, as well as exploring how organizations are integrating these elements into their strategic frameworks, future managers and employees can gain valuable insights into the evolving landscape of business leadership.

Insights from Videos on Organizational Culture, Social Responsibility, and Cultural Diversity

One of the key lessons from the videos on organizational culture is the understanding that culture acts as the foundation upon which organizational identity and effectiveness are built. For instance, a video highlighting Google’s innovative and participative culture demonstrates how fostering open communication and valuing employee input can lead to increased creativity and productivity. The importance of aligning organizational values with behaviors was also evident, emphasizing that culture influences employee motivation, satisfaction, and overall performance (Schein, 2010). Recognizing that culture is not static but evolves with internal and external influences allows future leaders to cultivate adaptable organizational environments.

Regarding social responsibility, a noteworthy learning point from the videos was how organizations integrate sustainability and ethical practices into their business models. The case of Patagonia and its commitment to environmental stewardship illustrates that social responsibility is more than compliance; it is a strategic differentiator that can enhance brand loyalty and community support (Porter & Kramer, 2006). Such organizations demonstrate that responsible practices contribute to a positive organizational reputation, attracting socially conscious consumers and motivated employees. This shift towards social responsibility reflects a broader recognition that businesses have a duty to contribute positively to society beyond profit-making.

Cultural diversity emerged as a critical factor influencing organizational dynamics and innovation. The videos depicting multicultural workplaces reflect that diverse teams bring a variety of perspectives, which can lead to more innovative solutions and better decision-making (Page, 2007). Embracing cultural differences requires inclusive leadership and policies that promote equity and respect. As organizations expand globally, understanding and managing cultural diversity becomes vital for avoiding misunderstandings and fostering collaborative environments. These insights underscore that organizations committed to diversity can tap into a broader talent pool, enhance customer insights, and improve overall performance (Nkomo & Cox, 1996).

Importance of These Areas in Modern Management

In the realm of management, these three areas—organizational culture, social responsibility, and cultural diversity—are indispensable for achieving lasting success. First, a strong and positive organizational culture provides stability, identity, and a sense of purpose for employees, which boosts engagement and reduces turnover (Schein, 2010). Companies that effectively shape their culture can better navigate change, foster innovation, and build loyal customer bases. Second, social responsibility has transformed from a peripheral activity to a core strategic element. Today’s consumers and employees expect organizations to act ethically and sustainably, aligning corporate objectives with societal needs (Porter & Kramer, 2006). This enhances brand reputation andoperational resilience amidst ethical scrutiny and regulatory pressures.

Third, managing cultural diversity is crucial in a globalized economy that thrives on collaboration across borders. Cultural competence enables organizations to leverage diverse talents and perspectives, leading to more innovative solutions and global competitiveness (Page, 2007). Furthermore, fostering an inclusive environment attracts top talent and enhances organizational adaptability. The integration of these areas signifies a shift from traditional management practices focused solely on financial outcomes to holistic approaches that consider societal impact, employee well-being, and cultural intelligence.

Applying Organizational Practices to Broader Contexts

Organizations like Stonyfield Farms exemplify a business model rooted in environmental sustainability and social responsibility. Such models can be applied to other organizations, especially within industries where ethical considerations and environmental impact are significant, such as apparel, technology, or food production (Hirschberg, 2008). The core principles—transparency, stakeholder engagement, and sustainability—can be adapted to organizations committed to social and environmental goals, fostering trust with consumers and communities alike. These practices not only improve corporate reputation but also align with the long-term interests of a globally conscious market.

In my professional future, working for a socially responsible organization like Stonyfield Farms is appealing because it aligns with my values of sustainability and ethical business practices. Such organizations demonstrate that profitability can coexist with social impact, providing a meaningful and motivating work environment (Hirschberg, 2008). Moreover, they often cultivate a strong organizational culture centered on purpose, collaboration, and innovation, which appeals to employees seeking purpose-driven careers. However, the challenge lies in balancing social responsibilities with economic sustainability, and whether such organizations can sustain growth while maintaining their mission remains an ongoing consideration.

Developing Global Intelligence

According to the "Global Intelligence" self-assessment, my overall score is moderate, indicating strengths in understanding cultural differences but also areas requiring growth, particularly in linguistic and environmental awareness. Improving global intelligence involves continuous learning about diverse cultures, global issues, and cross-cultural communication skills (Livermore, 2015). Strategies include participating in cultural exchange programs, engaging with international colleagues, and pursuing education on global policies and practices. Developing competency in languages, reading international news, and gaining firsthand experiences through travel or virtual collaboration can enhance cultural sensitivity and adaptability (Earley & Ang, 2003). Such efforts are essential for effective collaboration in multinational organizations and for leadership roles in global markets.

Emerging Work-life Trends and Organizational Culture

The data on work-life trends reveal emerging organizational culture issues such as flexibility, remote work, and employee well-being. Addressing these issues is vital for maintaining competitiveness and employee satisfaction (Kossek & Lautsch, 2018). Organizations that proactively adapt by implementing flexible policies and fostering a culture of trust can attract and retain talent, especially among younger generations who prioritize work-life balance. These trends are likely to impact organizational structures and policies significantly, encouraging a shift from rigid hierarchies to more collaborative, adaptable workplaces. For example, offering flexible schedules, telecommuting options, and wellness initiatives can foster a supportive environment that enhances productivity and employee loyalty (Hill et al., 2010).

Although I am young, I recognize that these trends will influence my future employment choices. An ideal organization would prioritize work-life balance by providing flexible working arrangements, comprehensive wellness programs, and a culture that values employee well-being and personal development. Such organizations will likely be more innovative, resilient, and attractive to prospective employees seeking meaningful and sustainable careers (Kossek & Lautsch, 2018).

SAS Case Study: Organizational Culture and Employee Benefits

SAS exemplifies a distinctive organizational culture centered on employee well-being, collaboration, and customer engagement. The culture emphasizes trust, mutual respect, and intrinsic motivation, fostering an environment where innovation and productivity thrive without reliance on high compensation (SAS Institute, 2019). Despite offering moderate salaries compared to competitors, SAS compensates through extensive benefits such as on-site childcare, wellness programs, continuous learning, and strong leadership support, which imbues employees with a sense of purpose and loyalty.

If offered a choice, I would consider working for a company like SAS because of its focus on employee development and job satisfaction. Such benefits create a supportive and engaging workplace culture that potentially outweighs higher salaries in terms of overall job fulfillment and work-life harmony. Furthermore, I believe that a positive organizational culture that values employees can lead to long-term organizational success and stability.

While lack of higher pay might pose challenges in attracting talent in highly competitive markets, the comprehensive benefits and strong organizational culture at SAS mitigate this risk. These factors contribute significantly to employee retention, satisfaction, and organizational reputation, which are crucial for sustained success (SAS Institute, 2019). As the business landscape evolves, organizations that prioritize employee well-being and internal culture will likely outperform those focused solely on financial metrics.

References

• Earley, P. C., & Ang, S. (2003). Cultural intelligence: Individual interactions across cultures. Stanford University Press.
• Hirschberg, G. (2008). Growing companies that make the planet a priority. Harvard Business Review.
• Hill, E. J., Hawkins, A. J., Ferris, M., & Weitzman, M. (2010). Finding an extra day a week: The positive influence of perceived job flexibility on work and family life. Family Relations, 59(3), 282-294.
• Kossek, E. E., & Lautsch, B. A. (2018). Work-life flexibility for whom? Occupational status and work-life inequality in the United States. Academy of Management Annals, 12(1), 5-36.
• Livermore, D. (2015). Leading with cultural intelligence: The real secret to success. AMACOM.
• Nkomo, S. M., & Cox, T. (1996). Diverse identities in organizations. The Academy of Management Review, 21(2), 319-340.
• Page, S. E. (2007). The difference: How the power of diversity creates better groups, firms, schools, and societies. Princeton University Press.
• Porter, M., & Kramer, M. (2006). Strategy & society: The link between competitive advantage and corporate social responsibility. Harvard Business Review, 84(12), 78-92.
• Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.
• SAS Institute. (2019). SAS culture and benefits. SAS Institute Inc.