Relevant bibliographies by topics / Manager

Academic literature on the topic 'Manager'

Author: Grafiati
Published: 4 June 2021
Last updated: 7 July 2024

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Journal articles on the topic "Manager"

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Zhu, Hang, Chao C. Chen, Xinchun Li, and Yinghui Zhou. "From Personal Relationship to Psychological Ownership: The Importance of Manager–Owner Relationship Closeness in Family Businesses." Management and Organization Review 9, no. 2 (July 2013): 295–318. http://dx.doi.org/10.1111/more.12001.

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AbstractIntegrating theories of psychological ownership and stewardship, and taking a relational perspective, we examine key antecedents and outcomes of professional managers' psychological ownership in Chinese owner-managed family businesses. We tested the model using a survey of 166 Chinese professional managers (one from each of 166 family businesses). We find that owner–manager relationship closeness at work mediates the effect of both the owner's benevolent leadership and owner–manager friendship ties on the manager's psychological ownership. Psychological ownership, in turn, is positively related to the manager's intention to stay and to stewardship behaviour. Theoretical and practical implications are discussed.
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Philpot, James, and Craig A. Peterson. "Manager characteristics and real estate mutual fund returns, risk and fees." Managerial Finance 32, no. 12 (December 1, 2006): 988–96. http://dx.doi.org/10.1108/03074350610710481.

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PurposeThe purpose of this paper is to analyze the effects of individual manager characteristics on real estate mutual fund (REMF) performance. Human capital theory predicts that factors like education, experience and professional certifications improve skill sets and thus performance. Conversely, capital markets theory suggests that these things may be irrelevant in the management of mutual funds.Design/methodology/approachA total of 63 REMFs were sampled over the period 2001‐2003 and equations were estimate regressing, alternatively, risk‐adjusted return, market risk and management fees on a series of fund variables and manager characteristics including the manager's tenure, whether the fund manager holds a professional certification, whether the manager has specific real estate experience, and whether the fund is team‐managed.FindingsModest evidence is found that team‐managed funds have lower risk‐adjusted returns than solo‐managed funds. Managers with longer tenure tend to pursue higher market risk levels, and there is no relation between manager characteristics and management fees.Research limitations/implicationsThis study considers only one cross‐sectional time period. Future research might use longitudinal data.Practical implicationsDespite real estate being a specialized field of finance, there is little if any support for the predictions of human capital theory that experience, education and training result in greater performance among managers of REMFs.Originality/valueThis paper extends prior work in mutual fund management characteristics and fund performance to real estate funds.
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Han, Yufeng, Tom Noe, and Michael Rebello. "Horses for Courses: Fund Managers and Organizational Structures." Journal of Financial and Quantitative Analysis 52, no. 6 (December 2017): 2779–807. http://dx.doi.org/10.1017/s0022109017000795.

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We model and test the relations between the team management of mutual funds, managers’ ability, performance, and holdings. Our model predicts that team-managed funds perform better and behave more conservatively than single-manager funds. However, the effect of team management is masked in equilibrium because high-ability managers rationally self-select into single-manager funds. Consistent with the model’s prediction, we find that team-managed funds perform better and deviate less from their benchmark allocations than single-manager funds with the same characteristics. These differences are marked after we control for the endogenous self-selection of managers.
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Whalley, Ian, Asser Tantawi, Malgorzata Steinder, Mike Spreitzer, Giovanni Pacifici, Rajarshi Das, and David M. Chess. "Experience with collaborating managers: node group manager and provisioning manager." Cluster Computing 9, no. 4 (October 2006): 401–16. http://dx.doi.org/10.1007/s10586-006-0009-0.

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Pramono, Setya. "Faktor yang mempengaruhi porsi pembiayaan bagi hasil pada Bank Pembiayaan Rakyat Syariah." Journal of Economics, Business, Accounting and Management 1, no. 1 (April 24, 2024): 1–16. http://dx.doi.org/10.61476/7hake123.

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This study examines conceptual and empirical models of Manager Skills, Sharia Compliance, Sharia Bank Characteristics, Manager Perception of Sharia Bank Internal SDI, Manager Perception of Customer Characteristics, Manager Perception of Regulatory Existence, Manager Perception of Government Support for Profit Sharing Financing Portion at Sharia People's Financing Bank. The selection of the research site was carried out by proportional simple random sampling technique. The sampling technique used in his research was purposive sampling. In this study there were 36 BPRS in DIY and Central Java, then five people were taken as respondents for each BPRS consisting of the Board of Directors, Sharia Supervisory Board, Marketing Manager, Operations Manager (Financing Manager) and Customer Service. So the number is 180 (One Hundred and Eighty) respondents. The object of assessment is the Operations Manager/Financing Manager, considering that this research is related to the portion of profit sharing financing. The results showed that 1) The conceptual skills of managers have a positive effect on the portion of profit sharing financing in Sharia BPR 2) The technical skills of managers have a positive effect on the portion of profit sharing financing in Sharia BPR 3) The social skills of managers have a positive effect on the portion of profit sharing financing in Sharia BPR 4) Manager's perception of the internal SDI of Islamic banks has a positive effect on the portion of profit sharing financing in Sharia BPR 5) Manager's perception about the existence of regulations has a positive effect on the portion of profit sharing financing in Sharia BPR 6) Manager's perception of government support has a positive effect on the portion of profit sharing financing in Sharia BPR 7) There is no influence of the characteristics of Islamic banks on the portion of profit sharing financing in Sharia BPR 8) There is no influence of sharia compliance on the portion of profit sharing financing in Sharia BPR 9) No influence of managers' perception of characteristics customers against the portion of profit sharing financing at BPR Syariah.
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Li, Mei Yan, and Ying Zong Liu. "Study on Line Managers’ Competence-Based Abilities of Performance Management." Applied Mechanics and Materials 40-41 (November 2010): 820–24. http://dx.doi.org/10.4028/www.scientific.net/amm.40-41.820.

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The line manager, playing a role to promote and implement the performance management system, is the key to system’s success. A line manager’s ability to manage performance determines the level of subordinates’ performance, and then influences the efficiency of performance management system. This paper first gave the definition of ability to manage performance for a line manager, and then according to the Gallup’s research, pointed out the competence characteristics for line managers’ abilities to manage performance, which involves communication capacity, encourage ability, authorizing and coaching capability. Line managers possessing higher level of abilities to manage performance can stimulate the performance potential of subordinates, enhance the work performance of subordinates, and then improve sector and organization performance.
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Cianci, Anna M., Steven E. Kaplan, and Janet A. Samuels. "The Moderating Effects of the Incentive System and Performance Measure on Managers' and Their Superiors' Expectations about the Manager's Effort." Behavioral Research in Accounting 25, no. 1 (August 1, 2012): 115–34. http://dx.doi.org/10.2308/bria-50290.

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ABSTRACT: The current study experimentally examines effort expectations (i.e., planned hours) for a manager made by participants in the role of the manager or the manager's superior. The experiment also manipulates the type of incentive system (i.e., bonus based on either strategic or all measures) and the type of performance measure (i.e., strategic or general). We predict and find that the participants in the manager role engage in self-enhancement (e.g., Pfeffer and Fong 2005; Sedikides and Gregg 2008). Specifically, the total hours that managers planned to work were more than the total hours their superiors expected the manager to work. We also find that both the type of incentive system and the type of performance measure moderate managers' tendency to engage in self-enhancement. Compared to a strategic incentive system, managers' self-enhancement was diminished under a comprehensive incentive system. Further, participants in the manager role engage in self-enhancement for planned strategic hours but not for planned general hours. Data Availability: Available upon request.
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Naseem, Aliya, and Rameesha Abbas. "Relationship between Interpersonal Skills in Project Success." Archives of Business Research 10, no. 7 (August 6, 2022): 198–210. http://dx.doi.org/10.14738/abr.107.12828.

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The most asset to any project, regardless of the industry is the project manager. Research has shown whether the project fails or succeeds depends on the project manager, and the skills they bring to the table. The research problem in this study is the lack of research regarding the relationship between the interpersonal skills of the project manager and the success and / or failure of large-scale IT systems development projects. The existing literature indicated a strong positive relationship between the interpersonal skills and leadership traits of senior managers who manage with a passive leadership style and the primary IT systems development project success factor of cost. There was also a strong positive relationship between the interpersonal skills and leadership traits of senior managers who manage with leadership outcomes and the primary IT systems development project success factor of scheduling.
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Yu, Hong, and Mark Riedl. "Data-Driven Personalized Drama Management." Proceedings of the AAAI Conference on Artificial Intelligence and Interactive Digital Entertainment 9, no. 1 (June 30, 2021): 191–97. http://dx.doi.org/10.1609/aiide.v9i1.12665.

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A drama manager is an omniscient background agent responsible for guiding players through the story space and delivering an enjoyable and coherent experience. Most previous drama managers only consider the designer's intent. We present a drama manager that uses data-driven techniques to model players and provides personalized guidance in the story space without removing player agency. In order to guide players' experiences, our drama manager manipulates the story space to maximize the probability of the players making choices intended by the drama manager. Our system is evaluated on an interactive storytelling game. Results show that our drama manager can significantly increase the likelihood of the drama manager's desired story continuation.
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Bernosky, Joseph. "Manager to Manager." Journal - American Water Works Association 107, no. 8 (August 2015): 12–14. http://dx.doi.org/10.5942/jawwa.2015.107.0120.

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Dissertations / Theses on the topic "Manager"

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Stržinek, Ondřej. "Návrh rozvoje manažerské osobnosti." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2014. http://www.nusl.cz/ntk/nusl-224451.

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The key focus of this work is on developing manager’s personality. The author, using scientific methods, came to a proposal of an ideal career course of such personalities since their first training for managerial posts to the time when they are able to educate their successors, and therefore, enhance their careers to a higher level. There were used two methods of collecting data – observation and qualitative interviews. The observation took over seven years. Based on evaluation of data, the author reached an embedded theory which he then verified by qualitative interviews with people working in the field. The theory developed by the author was adjusted and divided into two parts based on the processed data from the qualitative research. There emerged two parts of the resulting theory when the dividing aspect was the necessity to arrange some phenomena in terms of time while others pervade through the whole growth period of the manager’s personality. In conclusion of his work, the author had his newly emerged theory evaluated by managers in field to get feedback on its merit. According to the results of the feedback, a compliance with the theory defined by the author can reduce the time needed for educating a manager by half.
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Lei, Carlos Carleton University Dissertation Engineering Systems and Computer. "Manager-to-manager communications using OSIMIS." Ottawa, 1996.

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Ustohalová, Klára. "Vymezení role HR a liniového manažera ve společnosti LAC, s.r.o." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2016. http://www.nusl.cz/ntk/nusl-241317.

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The master´s thesis is focused on the definition of the role of HR and line manager at LAC, Ltd. The thesis consists of two parts - theoretical and practical. The theoretical part is based on findings of the literature which is aimed at human resources management, role of HR manager and role of line managers in the company. The practical part deals with description of the company and its human resources management and an analysis of the role of line and HR managers in the company using interview method.
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Salcedo, Rodríguez Vannessa, and Venegas Ismael Cortes. "Talent Manager." Tesis, Universidad de Chile, 2016. http://repositorio.uchile.cl/handle/2250/142646.

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TESIS PARA OPTAR AL GRADO DE MAGÍSTER EN ADMINISTRACIÓN
Vannessa Salcedo Rodríguez [Parte I], Ismael Cortes Venegas [Parte II]
TalentManager es un partner en la gestión del talento-humano al interior de las empresas, su objetivo es alinear las metas crucialmente importantes de la empresa con las metas que tienen asignadas los colaboradores, en donde el objetivo fundamental es conectar el “Que?- Metas” y el “Cómo? - Evaluación de desempeño”. Incrementando por sobre un 10% las utilidades de las empresas. Está conformado por un equipo de consultores especialistas en recursos humanos y una plataforma de software incloud, con diferentes módulos de fácil acceso a ser utilizado en cualquier dispositivo Smart, permitiéndoles a los colaboradores ser los protagonistas en su desarrollo de carrera profesional. Se definen las metas individuales de cada colaborador, alineadas a las de la empresa, y son gestionados sus indicadores para lograr el mejor desempeño posible y asegurando que los colaboradores puedan tener feedback oportuno de sus líderes y un plan de capacitaciones desprendido de las oportunidades de mejora, con el objetivo de mantenerlos motivados y mejorando continuamente. Para asegurarnos que el producto se adaptará al cliente, diseñamos con él como este funcionará para su empresa a través de consultorías especializadas realizando un diagnóstico de la estrategia de su empresa, para enlazarlo y customizarlo con la herramienta, acompañando al cliente con frecuentes consultorías en gestión del cambio y seguimiento. En Chile el tamaño del mercado de empresas “Medianas 1-2 y Grandes 1”, es aproximadamente a MMUSD$150, de los cuales actualmente ya cuentan con alguna solución en Talento humano un 14,3%, dejando una oportunidad de mercado potencial de MMUSD$128, y nuestro objetivo es capturar el 1,30% del mercado al 5 año, correspondientes a MMUSD$3. Dentro de nuestras ventajas competitivas, que serán mostradas en los apartados posteriores, destacamos al equipo fundador, que está compuesto por tres socios con experiencia en diversas industrias liderando equipos de alto desempeño, uno de ellos es especialista en consultoría y management de recursos humanos. Entre los beneficios de TalentManager destacamos el incremento las utilidades de las compañías, disminuir la tasa de rotación de colaboradores, potenciar el talento humano capacitando y mejorando las habilidades de las personas, se automatizarán funciones administrativas de recursos humanos a través de la plataforma, permitiendo alinear las metas de la empresa y de los colaboradores para que se evidencien estos resultados. Para llevar esto a cabo se requiere una inversión total de MM$106, en donde los tres socios fundadores aportaran con un 30% para desarrollo de la plataforma, y se requiere un aporte de los inversionistas del 70% para financiar la empresa los primeros 18 meses. El proyecto esta evaluado con una tasa de costo de capital de un 23,84%, lo que genera un VAN a cinco años de MM$396 con una TIR de un 64%.
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Hale, Patricia. "Manager Training: Professional Development Content for New and Newly Promoted Managers." Ohio University Honors Tutorial College / OhioLINK, 2016. http://rave.ohiolink.edu/etdc/view?acc_num=ouhonors1461322913.

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Carter, Marta L. "Manager-subordinate exchange relationships : investigation of a manager behavior model /." Diss., This resource online, 1993. http://scholar.lib.vt.edu/theses/available/etd-02052007-072445/.

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Adams, Brent Michael, and Thi Bich Van Tran. "Project Manager Competencies in managing International Development Projects : The Project Managers' Perspective." Thesis, Umeå universitet, Företagsekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-130986.

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This research studies the competencies of International Development (ID) project managers from their perspectives, taking into consideration the contextual factors and the challenges that they face when managing ID projects. The study adopts a constructionist ontological viewpoint and an interpretivist epistemological philosophical assumption. The nature of the research is exploratory with an inductive approach, using qualitative research method. The data was collected through semi-structured interviews with experienced project managers in International Development projects. Template analysis strategy was used to analyse the data. The findings show that contextual factors have a significant influence on the challenges that ID project managers face when managing projects. Contextual factors are operating environment, large network of stakeholders and intangible goals of ID projects. Five challenges were identified as the results of the context, namely stakeholder management challenge, beneficiary needs analysis challenge, the challenge of balancing strategic and operational views, capacity building and training challenge and sustainable funding challenge. To overcome these challenges, seven ID project manager competencies were identified management skills, personal qualities, interpersonal skills, stakeholder engagement skills, capacity building skills, and change management skills. These competencies are found to be interrelated and complementary. While the role and responsibilities of ID project managers were also uncovered during the research, the findings on contextual factors, challenges and competencies help to better understand the ID project manager role and responsibilities. This study makes the contributions from both theoretical and practical point of view. With regards to theoretical contribution, our findings expanded on ID project manager competencies as well as relating them to the context and challenges in ID projects. The role and responsibilities of ID project manager is another theoretical contribution in this study. From a practical point of view, this thesis’s findings would be useful for various organizations who deliver ID projects, particularly human resources management. In addition, it can act as knowledge sharing with ID project managers and help in designing and enhancing educational programmes in ID project management. Overall, this could result in better delivery and overcoming the challenges of International Development projects.
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Sánchez, Juan Héctor. "WirelessHART Network Manager." Thesis, KTH, Kommunikationsnät, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-91883.

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WirelessHART standard is becoming a reference as a wireless solution in industrial process automation and control. The WirelessHART network performance is mainly determined by its main component: the Network Manager, responsible for creating and configuring the WHART network, as well as managing routing and scheduling communications between devices. Due to the novelty of the WirelessHART standard (2010), there is not an opensource design or implementation of the WirelessHART Network Manager available. Only Dust Networks has a commercial Network Manager in the market. This fact makes the WirelessHART Network Manager an interesting area of research. In this thesis, we present a layered interface-oriented component-based architecture and the software design for the WirelessHART Network Manager. Furthermore, we give solution to some of the question marks left by the WHART specification regarding the Network Manager operation. Due to the modularity of the proposed design and architecture, the software components can be reused in other WirelessHART devices such Gateway or Field Devices.
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Fohlin, Johan. "Home Storage Manager." Thesis, Högskolan i Gävle, Avdelningen för Industriell utveckling, IT och Samhällsbyggnad, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-17494.

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Olsen, Maurice. "List Manager 3.0." [Denver, Colo.] : Regis University, 2006. http://165.236.235.140/lib/MOlsen2007.pdf.

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Books on the topic "Manager"

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Görg, Bernhard. Zukunft des Managers, Manager der Zukunft. Wien: Ueberreuter, 1989.

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Manager. London: Franklin Watts, 2006.

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Perkinson, Judith E. A. Every manager is a training manager. [Hammond, Ind.] (5217 Hohman Ave., Hammond 46320): Calumet Group, 1991.

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D, Rajagopal, ed. Crafting managers: 100 principles for the excellent manager. Hauppauge, NY: Nova Science Publishers, 2010.

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Nesbit, Robert. Making sales manager: Sales manager's survival guide. Chicago, Ill: Probus Publishing, 1992.

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Inc, ebrary, ed. Oracle VM Manager 2.1.2: Manage a flexible and elastic data center with Oracle VM Manager. Birmingham, UK: Packt Publishing Ltd., 2009.

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Olliffe, Patrick. Manager Manage Thyself. AuthorHouse, 2021.

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Olliffe, Patrick. Manager Manage Thyself. AuthorHouse, 2021.

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Johnson, Lawrence. Executive Management Workbook: For the Manager Who Manages Managers. Independently Published, 2018.

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Books, Funny Manager Gift. How Managers Swear : Manager Coloring Book for Swearing Like a Manager: Manager Gifts - Birthday & Christmas Present for Manager. Independently Published, 2019.

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Book chapters on the topic "Manager"

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Weik, Martin H. "manager." In Computer Science and Communications Dictionary, 971. Boston, MA: Springer US, 2000. http://dx.doi.org/10.1007/1-4020-0613-6_11009.

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McShane, Martin. "Manager." In Combatting Burnout, 96–103. Boca Raton, FL : CRC Press/Taylor & Francis Group, [2019]: CRC Press, 2019. http://dx.doi.org/10.1201/9780429447334-11.

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Jerger, Artur, Hermann Fünfgeld, Sebastian Hakelmacher, and N.N. "Manager." In Betriebswirtschaftliche Bonbons, 11–39. Wiesbaden: Gabler Verlag, 1993. http://dx.doi.org/10.1007/978-3-663-13749-8_1.

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Dilenschneider, Robert L. "Harte Manager und temperamentvolle Manager." In Macht und Einfluss, 31–35. Wiesbaden: Gabler Verlag, 1992. http://dx.doi.org/10.1007/978-3-322-82824-8_4.

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Banerjee, Rama Prosad. "Spiritual Manager: Manage Yourself to Manage the World." In Art and Science of Management in Digital Era, 439–515. London: Routledge, 2024. http://dx.doi.org/10.4324/9781003402466-19.

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Roberts, Patrick S., Kris Wernstedt, Joseph Arvai, and Kelly Redmond. "The Emergency Manager as Risk Manager." In Disaster Research and the Second Environmental Crisis, 261–75. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-04691-0_13.

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Beach, Brian, Steven Armentrout, Rodney Bozo, and Emmanuel Tsouris. "Systems Manager: Inventory and Patch Manager." In Pro PowerShell for Amazon Web Services, 465–86. Berkeley, CA: Apress, 2019. http://dx.doi.org/10.1007/978-1-4842-4850-8_17.

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Banerjee, Rama Prosad. "Revenue Manager: Manager Making Organization Profitable." In Art and Science of Management in Digital Era, 161–203. London: Routledge, 2024. http://dx.doi.org/10.4324/9781003402466-9.

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Eyre, E. C., and Richard Pettinger. "The manager." In Mastering Basic Management, 174–88. London: Macmillan Education UK, 1999. http://dx.doi.org/10.1007/978-1-349-15056-4_16.

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Klingert, Arnold. "Presentation Manager." In Einführung in Graphische Fenstersysteme, 217–52. Berlin, Heidelberg: Springer Berlin Heidelberg, 1996. http://dx.doi.org/10.1007/978-3-642-86528-2_9.

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Conference papers on the topic "Manager"

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Whalley, I., A. Tantawi, M. Steinder, M. Spreitzer, G. Pacifici, and D. M. Chess. "Experience with Collaborating Managers: Node Group Manager and Provisioning Manager." In Proceedings. Second International Conference on Autonomic Computing. IEEE, 2005. http://dx.doi.org/10.1109/icac.2005.28.

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Gyory, Joshua T., Nicolás F. Soria Zurita, Jay D. Martin, Corey M. Balon, Christopher McComb, Kenneth Kotovsky, and Jonathan Cagan. "A Real-Time Artificial Intelligence Process Manager for Engineering Design." In ASME 2022 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2022. http://dx.doi.org/10.1115/detc2022-88609.

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Abstract Managing the design process of teams has been shown to considerably improve problem-solving behaviors and resulting final outcomes. Automating this activity presents significant opportunities in delivering interventions that dynamically adapt to the state of a team to reap the most impact. In this work, an Artificial Intelligence (AI) agent is created to manage the design process of engineering teams in real time, tracking features of teams’ actions and communications during a complex design and path-planning task with multidisciplinary team members. Teams are also placed under the guidance of human process managers for comparison. Regarding outcomes, teams perform equally as well under both types of management, with trends towards even superior performance from the AI-managed teams. The managers’ intervention strategies and team perceptions of those strategies are also explored, illuminating some intriguing similarities. Both the AI and human process managers focus largely on communication-based interventions, though differences start to emerge in the distribution of interventions across team roles. Furthermore, team members perceive the interventions from the both the AI and human manager as equally relevant and helpful and believe the AI agent to be just as sensitive to the needs of the team. Thus, the overall results show that the AI manager agent introduced in this work matches the capabilities of humans, showing potential in automating the management of a complex design process.
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Katayama, Yoshiyuki, Takeo Kondo, Kazukiyo Yamamoto, Shuta Watanabe, Bungo Okuzawa, Kouta Tamura, and Kazuya Egami. "Assessment of Designated Managers of Public Marinas From the Viewpoint of User’s Convenience." In ASME 2009 28th International Conference on Ocean, Offshore and Arctic Engineering. ASMEDC, 2009. http://dx.doi.org/10.1115/omae2009-79827.

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Coastal spaces (including land areas and sea areas) in Japan are managed by the state or local governments, and their private use by individuals was not allowed unless contribution to public interest was ensured. Since the Designated Manager System for public facilities was established in 2003, management of an increasing number of public facilities based on the Local Autonomy Laws has been consigned to private sectors (called “designated managers”) nominated through the decisions of the local councils, rather than to public bodies based on the conventional “Management Commission System.” Regarding marinas including land areas and sea areas, we conducted a comparative analysis of their convenience, comfort, serviceability, and so forth before and after introduction of the Designated Manager System from the viewpoint of marina users to discuss how the private sector should manage coastal regions.
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Hori, Kenji, Kiyohito Yoshihara, and Hiroki Horiuchi. "Customer Equipment Configuration Manager for Managed Network Service Providers." In 2007 10th IFIP/IEEE International Symposium on Integrated Network Management. IEEE, 2007. http://dx.doi.org/10.1109/inm.2007.374816.

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Ņikitina, Tatjana, and Inga Lapiņa. "THE CONCEPT OF MANAGER: CRITICAL ANALYSIS AND COMPETENCIES REQUIRED." In Business and Management 2018. VGTU Technika, 2018. http://dx.doi.org/10.3846/bm.2018.27.

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The aim of the research is to analyse manager’s competence groups, a manager role in modern enter-prise and clarify what competences are required for managers in knowledge intensive business service (KIBS) organizations. Authors assumed that natural changes in the external environment lead to ap-pearance and development of new managerial activities and competences or manifestation of a cer-tain set of competencies. Previous researchers reveal that new context of teams that are diversified in terms of locations, disciplines and social groups require managers to act differently. Other researchers emphasize acceleration of technological novelties and presence of new organizational forms such as small and medium enterprises (SMEs) also creates new operational processes and managerial activi-ties. Business society and labor market expect a professional who acts in different roles of entrepre-neur, leader, and manager simultaneously. The authors conducted literature overview and identified ten leading competencies that are necessary for a manager in KIBS.
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Bacili, Kleber R., and Marcilio Oliveira. "DigitalAssets manager,." In Companion to the 21st ACM SIGPLAN conference. New York, New York, USA: ACM Press, 2006. http://dx.doi.org/10.1145/1176617.1176681.

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Rogers, Katja, Michael Olah, and Michael Weber. "Textile Manager." In CHI '18: CHI Conference on Human Factors in Computing Systems. New York, NY, USA: ACM, 2018. http://dx.doi.org/10.1145/3170427.3188623.

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Márquez, Rubén, Aurora Vizcaíno, Félix Oscar García, and Antonio Manjavacas. "GLOBAL-MANAGER." In ICGSE '20: 15th IEEE/ACM International Conference on Global Software Engineering. New York, NY, USA: ACM, 2020. http://dx.doi.org/10.1145/3372787.3390443.

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Mueller, Anna-Lena, and Tom Gross. "Notification Manager." In MuC'19: Mensch-und-Computer. New York, NY, USA: ACM, 2019. http://dx.doi.org/10.1145/3340764.3344876.

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Lee, Sangmin, Zhenhua Guo, Omer Sunercan, Jun Ying, Thawan Kooburat, Suryadeep Biswal, Jun Chen, et al. "Shard Manager." In SOSP '21: ACM SIGOPS 28th Symposium on Operating Systems Principles. New York, NY, USA: ACM, 2021. http://dx.doi.org/10.1145/3477132.3483546.

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Reports on the topic "Manager"

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Case, J., K. McCloghrie, M. Rose, and S. Waldbusser. Manager-to-Manager Management Information Base. RFC Editor, April 1993. http://dx.doi.org/10.17487/rfc1451.

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Balakrishnan, H., and S. Seshan. The Congestion Manager. RFC Editor, June 2001. http://dx.doi.org/10.17487/rfc3124.

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Karr, Michael. KBSA Configuration Manager. Fort Belvoir, VA: Defense Technical Information Center, February 1995. http://dx.doi.org/10.21236/ada293353.

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Li, Zhiwei, Warren He, Devdatta Akhawa, and Dawn Song. The Emperor's New Password Manager: Security Analysis of Web-based Password Managers. Fort Belvoir, VA: Defense Technical Information Center, July 2014. http://dx.doi.org/10.21236/ada614474.

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Johnson, Joel Riding, and Maureen Justine Psaila-Dombrowski. ExtendSim Scenario Manager Overview. Office of Scientific and Technical Information (OSTI), March 2018. http://dx.doi.org/10.2172/1431057.

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Marshak, Ronni. Revenio Dialog Manager 3.0. Boston, MA: Patricia Seybold Group, January 2002. http://dx.doi.org/10.1571/pr1-10-02cc.

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Sechrest, Stuart. The PPM Environment Manager. Fort Belvoir, VA: Defense Technical Information Center, October 1988. http://dx.doi.org/10.21236/ada631643.

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Pennell, James P. Ada Program Manager Issues. Fort Belvoir, VA: Defense Technical Information Center, December 1987. http://dx.doi.org/10.21236/ada224050.

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Eugene, Robert. IBM Tivoli Configuration Manager v4.2. Boston, MA: Patricia Seybold Group, April 2004. http://dx.doi.org/10.1571/pr4-30-04cc.

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Firestone, Ryan, and Chris Marnay. Energy manager design for microgrids. Office of Scientific and Technical Information (OSTI), January 2005. http://dx.doi.org/10.2172/838178.

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