Gretchen M. Spreitzer. Tiia Kuparinen (k84959) Micaela Villalobos (449195) Saki Masuda (413231). Agenda. What is POS? Who is Gretchen M. Spreitzer? Why is her work important for us? How do her ideas relate to resilience, renewal and innovation?. Positive Organizational Scholarship(POS).
Tiia Kuparinen (k84959)
Micaela Villalobos (449195)
Saki Masuda (413231)
A new field of study in organizational behavior, starting in 2002
Focuses on companies creating POSITIVE work life and performance
POS emphasizes thriving at work
-The ability for individuals at work to have self-efficacy
- The company has individuals who are able to achieve difficult tasks due to dedication, persistence, and good work ethic.
-Individuals who have positive expectations usually stay motivated and find alternative ways to solve problems.
-Individuals who are able to handle conflict and develop contingency plans when problems arise.
-Overall mindset of employees.
-Optimism is referred to as an individual having a positive mental outlook on situations. Those individuals are easily motivated and good job performance.
-The ability to overcome failure, adversity, and challenges
-Individuals who think outside the box, brainstorm and are flexible when it comes to adversity.
The center is a world-class research hub for POS, which established in 2002.
The principles of the center is to understand how to create positive work environments, improve the culture of the workplace, and help companies discover what is possible with their employees and within their organizations.
Gretchen M. Spreitzer is one of the researchers in the center, researching mainly employee empowerment and leadership development. Her most recent work is looking at positive deviance and how organizations enable employees to flourish.
Professor of Management and Organizations,
Ross School of Business at the University of Michigan (joined the Michigan faculty in 2001)
Center for Positive Organizational Scholarship (2013-present)
Center for Effective Organizations, University of Southern California (1995-present)
Consulting and leadership development to a variety of organizations (Google, Intel, The U.S. Department of Treasury, U.S. Army)
Management Consultant Intern, Price Waterhouse, Government Services Office, Washington, D.C. (1986)
University of Michigan, School of Business Administration
Ph.D. in Business Administration, 1992
Concentration: Organizational Behavior and
Human Resource Management
Miami University, School of Engineering and Applied Science, Oxford, Ohio
Bachelor of Science, Systems Analysis, May, 1987
2012 Academy of Management Research Center Impact Award
for the Center for Positive Organizational Scholarship
2012 Ranked as the 20th most influential scholar who received
their degrees since 1991 based on impact inside and outside
of the academy
2011Journal of Management Inquiry Outstanding Scholar Award
2010-2011; 2012-2013Organization Science, Extraordinary
1997 Ascendant Scholar Award, Western Academy of Management
She is the co-author of four books:
The Leader's Change Handbook: An Essential Guide to Setting Direction and Taking Action (1999),
The Future of Leadership: Speaking to the Next Generation (2001),
A Company of Leaders: Five Disciplines for Unleashing the Power
in Your Workforce (2001),
She has authored many articles on contemporary issues in organizational behavior in leading journals, e.g: the Academy of Management Journal, the Academy of Management Review, Administrative Science Quarterly, the Journal of Applied Psychology
- We can enrich our knowledge about resilient and expand it by understanding different approaches.
- Change our paradigms and allows us to expand our thinking and understanding of the world.
- She relates knew concepts with resilience
e.g. virtuousness, Emotional Carrying Capacity (ECC), trust, team resilience, relationships, pursue excellence.
- Ability to absorb stress, recover functionality, learn and grow from the adversity to emerge stronger than before.
- How to become resilient?
Person: Improve the ability to interact with others.
Team: Promote interaction in order to facilitate the sharing of information and the learning processes.(Trust among the members)
- Thriving employees can communicate efficiently verbally and nonverbally and have better collaboration skills.
- Thriving employees have high levels of thriving in their personal lives.
- “Thriving is indicated by the joint experience of vitality and learning at work.” (Gretchen Spreitzer, 2012)
- The expression of positive and negative emotions.
- The constructive nature of the expression
(Dutton & Heaphy, 2003)
“Resilience is necessary in pursuit of virtuousness”
John Paul Stephens, Emily D. Heaphy, Abraham Carmeli, Gretchen M. Spreitzer and Jane E. Dutton, (2013)