Relevant bibliographies by topics / Managerial

Academic literature on the topic 'Managerial'

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Published: 4 June 2021
Last updated: 31 July 2024

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Journal articles on the topic "Managerial"

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Mueller, Dennis C., and S. Lawrence Yun. "Managerial discretion and managerial compensation." International Journal of Industrial Organization 15, no. 4 (July 1997): 441–54. http://dx.doi.org/10.1016/s0167-7187(96)01029-6.

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Hay, Julie. "Managerial Competences or Managerial Characteristics?" Management Education and Development 21, no. 4 (December 1990): 305–15. http://dx.doi.org/10.1177/135050769002100404.

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Škorecová, E., and M. Farkašová. "Social information in managerial accounting and managerial information system." Agricultural Economics (Zemědělská ekonomika) 53, No. 8 (January 7, 2008): 379–84. http://dx.doi.org/10.17221/892-agricecon.

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Research and historical development showed that market economy with social orientation is more effective than without it. Emerging from these facts, the paper is focused on the need of monitoring the social information in managerial accounting and in managerial information systems in enterprises. Since the social situation and the living standard of agriculture in the Slovak Republic are lagging behind, the above mentioned issues are documented in comparison with other branches of national economy. The method of Balanced Scorecard is characterized in brief as well as a new model of economy, called the Economy of Communion that draw attention towards the social aspect of entrepreneuring. The main spheres of social information are mentioned that are necessary for operating at the level of an enterprise and at a broader level. Measures in the field of operating and its information assurance are offered in order to improve the social situation and living standard in agriculture.
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Kishnani, Jyoti. "Enhancing Managerial Effectiveness & Mitigating Early-Stage Managerial Failures." International Journal of Science and Research (IJSR) 12, no. 10 (October 5, 2023): 926–29. http://dx.doi.org/10.21275/sr231011092123.

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Robertson, Ivan T., and Golnaz Sadri. "Managerial Self-efficacy and Managerial Performance." British Journal of Management 4, no. 1 (March 1993): 37–45. http://dx.doi.org/10.1111/j.1467-8551.1993.tb00160.x.

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GRIFFIN, JAMES M., and STEVEN N. WIGGINS. "TAKEOVERS: MANAGERIAL INCOMPETENCE OR MANAGERIAL SHIRKING?" Economic Inquiry 30, no. 2 (April 1992): 355–70. http://dx.doi.org/10.1111/j.1465-7295.1992.tb01663.x.

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McDonald, Hugh. "Managerial Society: The Managerial Revolution Revisited." International Journal of Interdisciplinary Global Studies 18, no. 1 (2023): 69–93. http://dx.doi.org/10.18848/2324-755x/cgp/v18i01/69-93.

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Fizel, John L., and Michael P. D’Itri. "Managerial Efficiency, Managerial Succession and Organizational Performance." Managerial and Decision Economics 18, no. 4 (June 1997): 295–308. http://dx.doi.org/10.1002/(sici)1099-1468(199706)18:4<295::aid-mde828>3.0.co;2-w.

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Simarmata, Jonner. "KORELASI PERSEPSI DOSEN TERHADAP KEMAMPUAN MANEGERIAL DEKAN DENGAN MOTIVASI BERPRESTASI DOSEN DI LINGKUNGAN UNIVERSITAS BATANGHARI." EKONOMIS : Journal of Economics and Business 1, no. 1 (September 28, 2017): 89. http://dx.doi.org/10.33087/ekonomis.v1i1.10.

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It is believed that managerial skills of a leader significantly affect the motivation of employees. This research aims at finding whether or not deans’ managerial skills of Pedagogics Faculty (X1), Economics Faculty (X2), Law Faculty (X3), Engeneering Faculty (X4) and Agriculture Faculty (X5) of Batanghari University significantly affect achievement motivation of leacturers of Pedagogics Faculty (Y1), Economics Faculty (Y2), Law Faculty (Y3), Engeneering Faculty (Y4) and Agriculture Faculty (Y5) of Batanghari University respectively. For this purpose, questionnaire was distributed to 77 respondents who were randomly selected from the five faculties to obtain data. Then, the data collected was analyzed by using simple correlation analysis of Pearson Product Moment and simple regression analysis. The t-test at the level of 95% was used to test the hypotheses. The result of the analysis shows that 1) X1 is proved not to correlate significantly with Y1. This means that dean’s managerial skills have no affect on lecturers’ achievement motivation in Pedagogics Faculty with contribution of only 5%. This also means that dean’s managerials skills cannot be used to improve lecturers’ achievement motivation in Pedagogics Faculty, 2) X2 is proved not to significantly correlate with Y2. This means that dean’s managerial skills have no affect on lecturers’ achievement motivation in Economics Faculty with contribution of only 14%. This also means that dean’s managerial skills cannot be used to improve lecturers’ achievement motivation in Economics Faculty, 3) X3 is proved no to significantly correlate with Y3. This means that dean’s managerial skills have no affect on lecturers’ achievement motivation in Law Faculty with contribution of only 19%, This also means that dean’s managerial skills cannot be used to improve lecturers’ achievement motivation in Law Faculty, 4) X4 is proved not to significantly correlate with Y4. This means that dean’s managerial skills have no affect on lecturers’ achievement motivation in Engenerring Faculty with contribution of only 1%. This also means that dean’s managerial skills cannot be used to improve lecturers’ achievement motivation in Engeeering Faculty, 5) X5 is proved to correlate significantly with Y5. This means that dean’s managerial skills have significant affect on lecturers’ achievement motivation in Agriculture Faculty with contribution of 56%. This also means that dean’s managerials skills can be used to improve lecturers’ achievement motivation in Agriculture Faculty. Regression analysis shows that Y5 = 0.48 + 0.35(X5). Ini berarti if dean’s managerial skills of Agricultural Faculty (X5) increases by 1 then lecturers’ achievement motivation of Agriculture Faculty (Y5) will increase by 0.39.Key Words: dean’s managerial skills, lecturer’s achievement motivation
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Smutny, Petr, Jakub Prochazka, and Martin Vaculik. "The Relationship between Managerial Skills and Managerial Effectiveness in a Managerial Simulation Game." Innovar 26, no. 62 (October 1, 2016): 11–22. http://dx.doi.org/10.15446/innovar.v26n62.59385.

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The study explores the relationship between managerial skills and managerial effectiveness, measuring managerial effectiveness by four different methods. Evaluation of 96 top managers of fictitious companies by a group of 1,746 subordinates took place after three months of intensive cooperation during a managerial simulation game. All respondents were college students. Results show that different managerial effectiveness indicators have different sets of managerial skills predictors: Group performance (profit of company) is predicted by motivational skills; perceived effectiveness (evaluation by subordinates) is predicted by organizational skills and by motivational skills; organizational skills, communicational skills, and cooperativeness predict leadership emergence (assessed by subordinates); and evaluation and supervisory skills are the only predictor for leadership self-efficacy (self-evaluation of the manager). According to the results it is possible to recommend focusing especially on manager's motivational skills in order to enhance team performance and on organizational skills for reinforcing manager's position.
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Dissertations / Theses on the topic "Managerial"

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Park, Hun-Joon. "An inquiry into managerial action : performative and reflexive managerial action." Connect to resource, 1990. http://rave.ohiolink.edu/etdc/view.cgi?acc%5Fnum=osu1263043747.

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Naidoo, Mervin. "Relationship between managerial cognitive frame flexibility and managerial role performance." Diss., University of Pretoria, 2020. http://hdl.handle.net/2263/80491.

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This study aimed to further the research on dynamic managerial capabilities as a mechanism that allows firms to determine when to renew their capabilities and to break inertial tendencies in strategic decision-making. These capabilities require managers to exercise a high degree of cognitive frame flexibility by taking account of the environmental and organisational context when deciding on an appropriate firm response. This approach improves the likelihood of the firm attaining a sustainable competitive advantage. The specific purpose of this study was to test whether managerial role performance was impacted by managerial cognitive frame flexibility. This was supplemented by considering the roles played by managerial ambidexterity and market dynamism in this primary relationship. The quantitative study added to the research on managers’ cognitive flexibility and was based on survey responses from 203 South African managers. The results indicated a positive relationship between managerial cognitive frame flexibility and managerial role performance. Managerial ambidexterity and market dynamism were in turn found to moderate this relationship under certain conditions. The study’s findings offer valuable insights to business people and academics, particularly in emphasising the importance of cognitive flexibility in decision-making, which in turn can be used to develop sustainable competitive advantages in an everchanging business environment.
Mini Dissertation (MPhil)--University of Pretoria, 2020.
Gordon Institute of Business Science (GIBS)
MPhil
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Hill, Gregory Cash. "On managerial succession." Texas A&M University, 2003. http://hdl.handle.net/1969.1/3945.

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This dissertation is an exploration, development and application of a theory on the effects of managerial succession on organizational performance in the public sector. Public management is a field of study within public administration that is gaining momentum and is strengthening both its theoretical and empirical bases. In this dissertation I build upon the very small literature on managerial (or executive) succession to develop a theory of the effects of managerial succession on performance. I posit that in the short-term performance will decrease; however, over time organizations that have had a succession event will see an increase in performance. I employ the use of three unique datasets: Texas school district superintendents, British local education authorities, and Major League Baseball field managers. All datasets have particular strengths that allow for a more complete empirical analysis. What we find is that, while there appears to be no significant relationship between managerial succession and performance in the year following the succession event, there is a positive and significant event over time. Furthermore, in the British analysis, which is designed to test a similar organization to the Texas analysis yet in a vastly different organizational structure, we find no significant relationship between performance and succession.
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Laffont, Jean-Jacques, and Jean Tirole. "Managerial switching and myopia." MIT Energy Lab, 1987. http://hdl.handle.net/1721.1/27203.

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Zhou, Lina. "Essays in managerial economics /." Full text available from ProQuest UM Digital Dissertations, 2005. http://0-proquest.umi.com.umiss.lib.olemiss.edu/pqdweb?index=0&did=1264606871&SrchMode=1&sid=5&Fmt=2&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1185288578&clientId=22256.

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Snopek, Jan. "Managerial approaches in practice." Master's thesis, Česká zemědělská univerzita v Praze, 2016. http://www.nusl.cz/ntk/nusl-259307.

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This thesis focuses on the differences between managerial styles in theory and in practice in a selected company. It is based on literature review and a series of structured interviews conducted among top and middle management of the selected company. It is divided into two main parts respectively. The aims of the thesis are to identify general managerial approach practiced by the managers of the selected company and to determine whether there is a link between the managerial approach of a direct superior and subordinate.
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Arts, Jos Adrianus Richardus Maria. "Developing managerial expertise: studies on managerial cognition and the implications for management education." [Maastricht] : Maastricht : Universitaire Pers Maastricht ; University Library, Universiteit Maastricht [host], 2007. http://arno.unimaas.nl/show.cgi?fid=11065.

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Boyle, Linda Lake. "Relationship between managerial responsiveness, managerial approachability, and prosocial voice among acute-care registered nurses." Thesis, University of Phoenix, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3731742.

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Medical errors cost the United States’ healthcare system approximately $19.1 billion annually. A failure to communicate or speak up is said to be a contributing factor. The purpose of this quantitative correlational study was to examine the relationship between managerial responsiveness, managerial approachability, and prosocial voice among acute-care registered nurses (RNs) from a Greater Northwest facility. The participants were 108 acute-care RNs. Instrumentation included the Supervisor as a Voice Manager developed by Saunders, Sheppard, Knight, and Roth (1992) to measure managerial responsiveness and managerial approachability. Prosocial voice was measured using Van Dyne and LePine’s (1998) Prosocial Voice Scale. The relationship between managerial approachability and prosocial voice was positively correlated (p = .001). A positive relationship (p = 0.001) between the linear combination gender, education, years of experience within current acute-care facility, managerial responsiveness and managerial approachability and the RN’s use of prosocial voice was found and accounted for 20.0% of the variance in the prosocial voice score. An unexpected serendipitous finding occurred when applying a backward elimination regression to three variables: managerial approachability, managerial responsiveness, and prosocial voice. RNs use of prosocial voice was positively correlated with the RN’s level in the organization (p =.01), the RN’s perception of managerial approachability (p = .001) while negatively correlated with the RN’s perception of managerial responsiveness score ( p = .05). This research adds to current prosocial voice literature and expands the research on managerial approachability and managerial responsiveness. Future research recommendations were identified.

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Wu, Yanzhen. "Managerial perceptions of operational flexibility." Texas A&M University, 2003. http://hdl.handle.net/1969.1/3865.

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Large complex construction projects such as building an interstate highway, a dam, a chemical plant, an off-shore oil rig and a waste-to-energy plant often include unpredictable geological conditions, labor supplies, material deliveries, and weather that cause uncertainty. Effective and efficient acquisition and construction require the proactive management of these and other uncertainties to meet performance, schedule, and cost targets. Flexibility in the form of real options can be an effective tool for managing uncertainty and thereby adding value to construction projects. But flexibility can be expensive to obtain, maintain, and implement. Real options theory suggests a general approach and has developed precise valuation models. But these models of simplified real options (compared to managerial practice) have failed to significantly improve practice, partially because of a lack of knowledge of real options use by practicing managers. In contrast, the majority of managerial real options applications are identified, designed, valued, and implemented tacitly by construction managers. Understanding current practice and its similarities and differences with theory is critical for developing operational real options theories that can improve construction practice. Few descriptions of managerial real options practice exist as a basis for improvement. To address this need the current research has experiment subjects manage a simple but uncertain installation project with managerial flexibility. Subjects repeatedly value an option to avoid a slow and expensive system integration failure. Real options theory is used to explain their behaviors by customizing the model of uncertainty to reflect themanagement context. To further analyze managerial real options practice, a system dynamics simulation model of the experimental installation project is developed. Policies for using flexibility to manage uncertainty that are applied by subjects are modeled and performances are simulated across a range of uncertain conditions to evaluate and compare policy effectiveness. All 21 subjects that participated in the research perceived flexibility as an effective tool in managing uncertain projects. But they are not aware of the factors that impact flexibility value. They correctly identified the relationship of some factors with flexibility value but not all of them and not the magnitude of impaction. Further research and development needs for expanding real options theory into the operational management of construction are discussed based on experiment and simulation results.
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Mathiesen, Henrik. "Managerial ownership and financial performance /." København, 2002. http://www.gbv.de/dms/zbw/360389503.pdf.

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Books on the topic "Managerial"

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Altman, Yochanan, Frank Bournois, and David Boje. Managerial Psychology. 1 Oliver's Yard, 55 City Road, London EC1Y 1SP United Kingdom: SAGE Publications Ltd, 2008. http://dx.doi.org/10.4135/9781446262412.

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Raiborn, Cecily A. Managerial accounting. 3rd ed. Cincinnati: South-Western College Pub., 1999.

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Pappas, James L. Managerial economics. 5th ed. Chicago: Dryden Press, 1987.

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Garrison, Ray H. Managerial accounting. 8th ed. Chicago: Irwin, 1997.

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Crosson, Susan V. Managerial accounting. 9th ed. Mason, OH: South-Western Cengage Learning, 2011.

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Titard, Pierre L. Managerial accounting. 3rd ed. Houston, TX: Dame Publications, 1993.

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Matthews, Anne L. Managerial dictation. 2nd ed. Cincinnati: South-Western Pub. Co., 1987.

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Pappas, James L. Managerial economics. 5th ed. Chicago: Dryden, 1987.

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McGuigan, James R. Managerial economics. 5th ed. St. Paul, MN: West Pub. Co., 1989.

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Mansfield, Edwin. Managerial economics. New York: W.W. Norton, 1990.

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Book chapters on the topic "Managerial"

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Hooper, James W., and Rowena O. Chester. "Managerial Guidelines." In Software Reuse, 17–50. Boston, MA: Springer US, 1991. http://dx.doi.org/10.1007/978-1-4615-3764-9_2.

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Niu, Li, Jie Lu, and Guangquan Zhang. "Managerial Cognition." In Cognition-Driven Decision Support for Business Intelligence, 31–37. Berlin, Heidelberg: Springer Berlin Heidelberg, 2009. http://dx.doi.org/10.1007/978-3-642-03208-0_3.

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Dumbach, Martin. "Managerial implications." In Establishing Corporate Innovation Communities, 227–35. Wiesbaden: Springer Fachmedien Wiesbaden, 2013. http://dx.doi.org/10.1007/978-3-658-03695-9_25.

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Eichhorn, Peter, and Ian Towers. "Managerial Methods." In Springer Texts in Business and Economics, 263–312. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-70902-4_9.

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Schneeweiss, Christoph. "Managerial Accounting." In Distributed Decision Making, 341–84. Berlin, Heidelberg: Springer Berlin Heidelberg, 2003. http://dx.doi.org/10.1007/978-3-540-24724-1_11.

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Kilubi, Irène. "Managerial implications." In Strategic Technology Partnering and Supply Chain Risk Management, 207–8. Wiesbaden: Springer Fachmedien Wiesbaden, 2017. http://dx.doi.org/10.1007/978-3-658-19918-0_22.

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Finkelstein, Stan N., and Richard M. J. Bohmer. "Managerial Development." In Physicians’ Pathways to Non-Traditional Careers and Leadership Opportunities, 85–94. New York, NY: Springer New York, 2011. http://dx.doi.org/10.1007/978-1-4614-0551-1_8.

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Marheineke, Marc. "Managerial Implications." In Designing Boundary Objects for Virtual Collaboration, 206–9. Wiesbaden: Springer Fachmedien Wiesbaden, 2016. http://dx.doi.org/10.1007/978-3-658-15386-1_31.

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Rahim, M. Afzalur. "Managerial Power." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 3899–908. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-20928-9_1390.

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Sementelli, Arthur J. "Managerial Leadership." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 3894–99. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-20928-9_1896.

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Conference papers on the topic "Managerial"

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Fox, Sarah E., Kiley Sobel, and Daniela K. Rosner. "Managerial Visions." In CHI '19: CHI Conference on Human Factors in Computing Systems. New York, NY, USA: ACM, 2019. http://dx.doi.org/10.1145/3290605.3300723.

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Juanda, Iwan Rahmat, and Nugraha Suharto. "Managerial Competence:." In 4th International Conference on Research of Educational Administration and Management (ICREAM 2020). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/assehr.k.210212.023.

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Kantnerova, Libena. "MANAGERIAL FINANCIAL SKILLS." In SGEM 2014 Scientific SubConference on POLITICAL SCIENCES, LAW, FINANCE, ECONOMICS AND TOURISM. Stef92 Technology, 2014. http://dx.doi.org/10.5593/sgemsocial2014/b22/s6.056.

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Marwazi, Marwazi. "Pesantren Managerial Competence." In 4th Asian Education Symposium (AES 2019). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/assehr.k.200513.064.

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Baets, Walter. "A Collection of Essays on Complexity and Management." In Proceedings of the Summer School on Managerial Complexity. WORLD SCIENTIFIC, 1999. http://dx.doi.org/10.1142/9789814527828.

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Borisenko, I. M., N. D. Panasenko, M. A. Ganzhur, I. Shatamirov, and A. A. Prokopaylo. "Risk analysis managerial structures." In SECOND INTERNATIONAL CONFERENCE ON MATERIAL SCIENCE, SMART STRUCTURES AND APPLICATIONS: ICMSS-2019. AIP Publishing, 2019. http://dx.doi.org/10.1063/1.5138451.

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Munawarah, Syarifah, Murniati A.R., and Niswanto. "Managerial Competency of Principal." In 4th International Conference on Research of Educational Administration and Management (ICREAM 2020). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/assehr.k.210212.101.

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Jati, Agustinus Kismet Nugroho. "Managerial Ownership in Indonesia." In 1st International Conference on Accounting, Management and Entrepreneurship (ICAMER 2019). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.200305.005.

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Zhang, Chang-Zheng, Xin Mu, and Xin Zhao. "An Exploratory Study on the Link between Managerial Discretion and Managerial Power." In 2015 International Conference on Management Science and Management Innovation (MSMI 2015). Paris, France: Atlantis Press, 2015. http://dx.doi.org/10.2991/msmi-15.2015.71.

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Kmecová, Iveta, and Tomáš Staněk. "EVALUATION OF MANAGERIAL EDUCATION AND LEVEL OF MANAGERIAL SKILLS IN SELECTED COMPANY." In 12th annual International Conference of Education, Research and Innovation. IATED, 2019. http://dx.doi.org/10.21125/iceri.2019.0579.

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Reports on the topic "Managerial"

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Ben-David, Itzhak, John Graham, and Campbell Harvey. Managerial Miscalibration. Cambridge, MA: National Bureau of Economic Research, July 2010. http://dx.doi.org/10.3386/w16215.

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DiNardo, John, Kevin Hallock, and Jorn-Steffen Pischke. Unions and Managerial Pay. Cambridge, MA: National Bureau of Economic Research, December 1997. http://dx.doi.org/10.3386/w6318.

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Rajan, Raghuram, and Julie Wulf. Are Perks Purely Managerial Excess? Cambridge, MA: National Bureau of Economic Research, May 2004. http://dx.doi.org/10.3386/w10494.

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Graham, John, Si Li, and Jiaping Qiu. Managerial Attributes and Executive Compensation. Cambridge, MA: National Bureau of Economic Research, August 2011. http://dx.doi.org/10.3386/w17368.

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Adhvaryu, Achyuta, Anant Nyshadham, and Jorge Tamayo. Managerial Quality and Productivity Dynamics. Cambridge, MA: National Bureau of Economic Research, May 2019. http://dx.doi.org/10.3386/w25852.

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Ben-David, Itzhak, John Graham, and Campbell Harvey. Managerial Overconfidence and Corporate Policies. Cambridge, MA: National Bureau of Economic Research, December 2007. http://dx.doi.org/10.3386/w13711.

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Edmans, Alex, Vivian Fang, and Katharina Lewellen. Equity Vesting and Managerial Myopia. Cambridge, MA: National Bureau of Economic Research, September 2013. http://dx.doi.org/10.3386/w19407.

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Leslie, Jean, Maxine Dalton, Christopher Ernst, and Jennifer Deal. Managerial effectiveness in a global context. Center for Creative Leadership, 2002. http://dx.doi.org/10.35613/ccl.2002.2008.

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Holmstrom, Bengt. Managerial Incentive Problems: A Dynamic Perspective. Cambridge, MA: National Bureau of Economic Research, January 1999. http://dx.doi.org/10.3386/w6875.

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Bebchuk, Lucian Arye, and Christine Jolls. Managerial Value Diversion and Shareholder Wealth. Cambridge, MA: National Bureau of Economic Research, April 2000. http://dx.doi.org/10.3386/w6919.

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