Academic literature on the topic 'Managerial dedication'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Managerial dedication.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Journal articles on the topic "Managerial dedication"
1
Bocar, Anna C. "Managerial Roles: Intuitions of the Academic Institution Employees, an evidence from the universities in Ozamiz City." International Journal of Management, Entrepreneurship, Social Science and Humanities 3, no. 2 (December 30, 2020): 28–36. http://dx.doi.org/10.31098/ijmesh.v3i2.464.
Full textAbstract:
Within this study, we want to determine the extent of academic administrators' managerial roles in a certain university, because their role in any academic institution is the most significance to lead the employees and middle managers. Once the administrators do the proper and appropriate management, the organization's goals will be attained. We employed the descriptive survey method, and used the rating of administration's managerial roles implementation, as one of our measures in our questionnaires. We formulated a qualitative scale, and each one has its corresponding verbal interpretation. In addition, we propose a hypothetical mean range, which is the assigned numeric value to strengthen and validate each of the particular qualitative extent. We found that the academic administrators manifested their managerial roles are at a great degree; confirming the interview with the nonteaching staff and the academic administrators themselves. We conclude that although the academic administrators manifested their capabilities in performing their managerial roles to attain the goals of the university, still, there were certain areas that they needed to develop, such as to enhance network with other institutions and community agency, to confine subordinate's workload with a dedication for official duties.
2
Uys, R. "Die Suid-Afrikaanse bestuurder: Uitdagings en dilemma." South African Journal of Business Management 20, no. 3 (September 30, 1989): 144–53. http://dx.doi.org/10.4102/sajbm.v20i3.954.
Full textAbstract:
The South African manager: Challenges and dilemma The South African working environment is typified by two extremes. On the one hand there is an over-supply of unskilled labour, whilst on the other hand there is a severe shortage of qualified persons which have the applicable experience. In addition white males are mainly used to fill managerial positions. This unavoidably leads to the over-utilization of white males within the management sphere. Not only do they try to cover the whole managerial spectrum, but they also execute the majority of specialist activities. The inevitable result is total work dedication mainly to compensate for the lack of the correct training and experience. This necessarily leads to the neglect of spouse and family and a superficializing of religion, culture, and personal life. To determine to what extend this negative situation actually exists in South Africa and what need to be done to rectify it, country-wide research was undertaken and the findings are recorded in this article.
3
Romana, Fernando Acabado. "The Impact of Senior-Managerial Leadership Culture on Value Creation for Shareholders – A Study of Local and Multinational Companies in Portugal." Journal of Intercultural Management 12, no. 2 (June 1, 2020): 134–75. http://dx.doi.org/10.2478/joim-2020-0041.
Full textAbstract:
AbstractObjective: This study is based on the analysis of three fundamental aspects of company and managerial life: the culture of organizations, the style of leadership and financial performance. Its focus was to question the connection between these and to devise a strategy that could be applied in Portugal, during 2017 and 2019, in industrial sector companies.Methodology: To do so, it was decided to start methodological analysis of the behaviour of managers and organizations operating in this environment, considering several classifications: multinational companies operating in Portugal and Portuguese companies with a strategy for and in the process of internationalization. On this basis the study problem was set at the level of managerial behaviour, bearing in mind that this varies depending on the type of organization in which managers’ work. The problem involves scientific, methodological, and cultural aspects that have already been demonstrated by several authors, whose considerations have been incorporated. The study was conducted in 16 companies operating in Portugal.Findings: The characteristics of leadership in the multinationals tend towards greater balance between the four roles of each of the corresponding quadrants, while in the national companies it tends to be more internally focused.Value Added: This difference could be related to what R. Quinn calls the Normal State of Leadership, which is focused on the comfort zone that the internal processes seem to generate; the multinational companies are more focused on external aspects and future development – Fundamental State of Leadership – centred on strategic dedication to clients and flexibility.Recommendations: Dedication to clients and flexibility, that we intend to link with Internal Marketing strategy drivers, considering the investigation ideas for this paper, as the demonstration if some different Leadership Styles influence the Financial Performance of the Companies or not.
4
Barkova, Yu K., E. V. Selezneva, and Yu V. Sinyagin. "Relationship between Management Potential and Cognitive Characteristics of Managers of Different Government Levels." Administrative Consulting, no. 5 (July 23, 2021): 17–31. http://dx.doi.org/10.22394/1726-1139-2021-5-17-31.
Full textAbstract:
The article deals with leading role of managers in improving the efficiency and effectiveness of management in all spheres of social life. At the same time, the relevance is dictated by the need, in this regard, to study more deeply the factors of the formation and development of managerial potential, and, consequently, increase the efficiency of managerial activity and the success of a managerial career. The material for the analysis was the data obtained at the Faculty of Evaluation and Development of Managerial Human Resources of the Graduate School of Public Administration of Russian Presidential Academy of National Economy and Public Administration in the course of personal and professional diagnostics of managers of different government levels working in the state and non-state spheres. The questionnaire “Assessment of management potential”, developed at the Faculty, as well as the method for assessing the cognitive characteristics of management personnel were used by us as diagnostic tools. Cognitive characteristics have been identified that provide the greatest opportunities for the formation of cognitive characteristics (expert competence, persistence and dedication and strategic leadership). The dynamics of the relationship between cognitive characteristics and managerial leaders, depending on their position in the structure of the hierarchy, is shown in this article. It was found that cognitive characteristics make the greatest contribution to the formation of managerial potential among managers at the initial level of management, having a decisive influence on meta-competence, ensuring the performance of leadership functions and continuous self-improvement of the manager. At the same time, it was shown that the managers of the highest group have the influence of cognitive characteristics on managerial analytical potential, an increase in the ability for self-development and expert competence, an increase in the ability to compare, the ability to quality, and the total indicator for the identified cognitive characteristics. Increased creativity and flexibility of thinking leads to a decrease in the level of strategic leadership, willingness to work together, as well as competencies and self-management.
5
Sheveleva, Anna, and Irina Pankratova. "Interrelation of career anchors with education and labor activity motives of students." SHS Web of Conferences 70 (2019): 08038. http://dx.doi.org/10.1051/shsconf/20197008038.
Full textAbstract:
The article is devoted to the research of career orientations (career “anchors”) with education and labor activity motivation of students. 114 students of “Psychological and pedagogical education” took part in the study. It is revealed that the most adequate motivation of education ex-pressed in the predominance of motives for acquiring knowledge and mastering the profession is associated with career orientations “service / dedication to a cause”, “pure challenge”, “technical / functional competence”. In other words, it is connected with aspiration to realize basic values in their careers, to improve the world, to develop and apply professional skills, to solve difficult problems, to overcome obstacles, to win. The career anchor of “service / dedication to a cause” is also associated with an increase of the communicative motive and a decrease of the competitive motive of labor activity. The more students are guided by the formal motive of getting a diploma of higher education, the less the stability of a career is valuable for them. The more utilitarian and pragmatic motive of la-bor activity is expressed in students, the less they are inclined to managerial or entrepreneurial career. The more autonomy and independence in career is valuable for students, the less social usefulness of labor (cooperative motive) is important for them.
6
Sutherland, Dr Trudy. "Managing Multi-Discipline Extended Programmes." European Journal of Multidisciplinary Studies 5, no. 1 (May 19, 2017): 234. http://dx.doi.org/10.26417/ejms.v5i1.p234-242.
Full textAbstract:
The Vaal University of Technology (VUT) has been offering a multidiscipline Extended Programme since 2009 and even though this Programme is made up from different faculties, the entire Extended Programme is overseen by one unit director.Due to the diversity of the unit and the variety of subject offerings, the unit simply cannot follow the same managerial approach that is applied when managing one specific discipline. That is why it requires a completely different and unique approach. The Extended Programme consists of students who are enrolled in different disciplines, i.e. Engineering, Human Sciences, etc., who all learn in different ways and have different needs, but are all managed in one specific unit. Therefore, to ensure that all needs of staff and students are catered for, it is crucial that an alternative managerial approach is applied.The success of a multidiscipline Extended Programme is dependent on the successes of the students, who in return are dependent on the dedication of both academic and administration staff. More so, the positive influence lecturers have on students and the invaluable role they play. It is undeniable that without the guidance and motivation of the lecturers it would be very difficult for the students to succeed. In order for the lecturers to be kept motivated and content, it is important to provide them with equal workloads and ensure transparency at all times. Staff, which is irrefutably guided and kept motivated by a suitable managerial approach. Applying this approach when managing a multidiscipline
7
Wils, Laura, Thierry Wils, and Michel Tremblay. "Toward a Career Anchor Structure: An Empirical Investigation of Engineers." Articles 65, no. 2 (August 31, 2010): 236–56. http://dx.doi.org/10.7202/044301ar.
Full textAbstract:
Contrary to Schein’s theory of career anchors, which rests on the dominance of a single career anchor, the present study proposes an original career anchor structure that captures multiple dominant anchors. The analysis of data from a sample of 880 Quebec engineers supports this reconceptualization based on a circular model of career anchors. The new dynamics of career anchors shows that several anchors are complementary (e.g., creativity and challenge) while others are conflictual (e.g., challenge and security). In particular, the correlational analysis at the axial level indicates that the “self-enhancement” pole (managerial competence, identity) is negatively correlated with the “self-transcendence” (service/dedication to a cause, technical competence), whereas the pole “openness to change” (challenge, entrepreneurial creativity) is negatively correlated with the “conservation” pole (security, lifestyle). These findings can lead to more research in career management.
8
Kloutsiniotis, Panagiotis V., Anastasia A. Katou, and Dimitrios M. Mihail. "Examining the “dark-side” of high performance work systems in the Greek manufacturing sector." Employee Relations: The International Journal 43, no. 5 (February 9, 2021): 1104–29. http://dx.doi.org/10.1108/er-04-2020-0170.
Full textAbstract:
PurposeThe present study follows the conflicting outcomes perspective of Human Resources Management (HRM) and examines the effects of employees' perceptions of high performance work systems (HPWS) on job demands (role conflict, role ambiguity and work pressure) and work engagement (vigor and dedication).Design/methodology/approachStructural Equation Modeling (SEM) was used on a sample of 524 front-line employees across three Greek manufacturing companies.FindingsThe findings show that HPWS is negatively associated with all three job demands. Hence, the “critical perspective” is not supported. In turn, role conflict and role ambiguity reduce employees' work engagement, although the third job demand included in the study (work pressure) showed a positive relationship on dedication. Last but not least, this study calculates HPWS as both a system and as subsets of HRM practices, and provides useful insights regarding the differences between the two different measurement methods.Practical implicationsThe present study brings further empirical evidence in the HRM field by examining whether HPWS is good or bad for employee well-being. Moreover, the findings underscore the detrimental impact that job demands may have on employees' work engagement, and highlights the fact that HPWS might not necessarily be a “win-win” scenario for employees and employers.Originality/valueThis study follows the most recent developments in the HRM literature and examines the dark (negative) approach of HPWS in the Greek manufacturing sector. Finally, theoretical and managerial implications are drawn for improving our understanding of how HPWS influences job demands and ultimately employees' work engagement.
9
Nayak, Sushant Kumar. "Essentials of Organizational Leadership for Quality Enhancement in Educational Institutions." Shanlax International Journal of Arts, Science and Humanities 8, no. 1 (July 2, 2020): 89–92. http://dx.doi.org/10.34293/sijash.v8i1.2407.
Full textAbstract:
Striving excellence in all spheres and managing with a proper strategic plan is the articulated vision of a true leader. Dwight D. Eisenhower, 34th President of United States, quoted, ‘Leadership is the art of getting someone else to do something you want to be done because he wants to do it.’ The supervision, foresight, executives, managerial skill, communication, and positive approach of the organizational leader multiplies the quality and ensures the development of an educational institute. The work culture, behavior, commitment, dedication, and honesty of the leader reflect in the whole system. In educational institutions, effective leadership is a key factor in switching the prospects more towards the building of healthy organizations in terms of human resource development and growth. The democratic value and professional ethics must be upheld by the leader to maintain the internal environment of the organization and the achievement of quality objectives. With the help of secondary resources and literature, this paper seeks to highlight the role of organizational leader and importance of Organizational leadership for quality up-gradation of human resources in the context of educational institutions.
10
Lala Zeqiri, Albulena. "THE PRINCIPAL’S INFLUENCE ON SCHOOL’S PERFORMANCE." Knowledge International Journal 28, no. 3 (December 10, 2018): 1153–57. http://dx.doi.org/10.35120/kij28031153a.
Full textAbstract:
The role of principal is very important. It is him/her to be accountable for working process. Obviously, each school aims to achieve the highest performance results, therefore education policies should be focused on strengthening the role of the school principal in order to have a higher performance. The principal must know how to manage the school s/he runs by relying on school bodies and adapting the appropriate strategies.The research was conducted in several schools in the municipality of Viti. Both quantitative and qualitative paradigms were used. It is questionnaires and interviews that served as research instruments. The questionnaires were conducted with 100 teachers, whereas the interviews were conducted with one education official of the Municipal Education Directorate and four school principals.This paper’s hypothesis is, ‘Principal’s good managerial skills and dedication provide a higher school performance’.This paper’s research questions are as follows: How does management influence school’s performance? Are principals responsible for an effective school performance management? What strategies do principals use for better school outcomes?
Dissertations / Theses on the topic "Managerial dedication"
1
Robin, Nikolausson, and Edin Kristoffer. "The sustainable banking inudstry : factors associated with sustainable innovation." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-447400.
Full textAbstract:
TITLE: The sustainable banking industry - factors associated with sustainable innovation. FINAL SEMINAR: 2021-05-26COURSE: Master thesis in Business & Management - Organization at Uppsala University. AUTHORS: Kristofer Edin & Robin Nikolausson. ADVISOR: Josef Pallas.KEYWORDS: Sustainable innovation, Internal factors, External factors, Regulations, Technology, Market demand, Organizational culture, Market opportunities, Internal collaborations, Managerial dedication, Knowledge management.PURPOSE: This thesis aims to study factors associated with the development of sustainable innovation in the banking industry. Moreover, the ambition is to bring relevant findings and support for previous findings related to the information gap about how factors are associated with sustainable innovation and how they correspond to each other.METHOD: This research is using a case study methodology where one specific case company is being scrutinized. The study has used an exploratory study approach consisting of qualitative data gathering. Moreover, it is based on an inductive approach. The data consist of both primary data in terms of interviews with employees from the case company and of secondary data from various internet sources.LITERATURE REVIEW: Sustainable innovation, Technology, Regulations, Market demand, Organizational culture, Market opportunities, Internal collaboration, Managerial dedication, Knowledge management.EMPIRICAL FINDINGS: This thesis uncovers that there are both internal and external factors associated with sustainable innovation in the banking industry. The empirical findings thus correspond to the theory as it illustrates that the different factors are associated with sustainable innovation in the case company. However, the correctness of the theoretical suggestions varies in terms of the level of importance concerning the different factors. ANALYSIS AND CONCLUSION:The analysis illustrates that even as the eight factors are associated with sustainable innovation, it is difficult to decide their relative importance as they are not mutually exclusive, but dependent on each other. However, there are some empirical indications that some factors, such as market demand and organizational culture, are more dominant in the relationships among the different factors.
Books on the topic "Managerial dedication"
1
de Miranda, Luis. Ensemblance. Edinburgh University Press, 2020. http://dx.doi.org/10.3366/edinburgh/9781474454193.001.0001.
Full textAbstract:
This book provides the first ever transnational and longue-durée intellectual history of a highly influential but largely understudied modern phrase: esprit de corps. A strong attachment and dedication among the members of a community of practice or a body politic, esprit de corps can be perceived as beneficial (collective élan) or detrimental (groupthink). As a polemical argumentative signifier, esprit de corps has played a significant role in the cultural and political history of the last 300 years: the idea was influential and debated during the European secularisation of education in the eighteenth-century, during the French Revolution, during the United States process of Independence, and the French Empire. It was praised by British colonialists, French sociologists, and during the World Wars. It was instrumental during the rise of administrative nation-states and the triumph of corporate capitalism. ‘Esprit de corps’ is today a keyword in nationalist and managerial discourses. Born in eighteenth-century France in military as well as political discourse, the phrase and its implications were over the centuries an important matter of debate for major thinkers and politicians: d’Alembert, Voltaire, Rousseau, Lord Chesterfield, Bentham, the Founding Fathers, Sieyès, Mirabeau, British MPs, Napoleon, Hegel, Tocqueville, Durkheim, Waldeck-Rousseau, de Gaulle, Orwell, Bourdieu, Deleuze & Guattari, etc. For some of them, esprit de corps is the very engine of History. In the end, this book a cautionary analysis of past and current ideologies of ultra-unified human ensembles, a recurrent historical and theoretical fabulation the author calls ensemblance.
Book chapters on the topic "Managerial dedication"
1
"Dedication." In Managerial Finance in a Canadian Setting, v. Elsevier, 1988. http://dx.doi.org/10.1016/b978-0-409-80601-4.50038-0.
Full text
2
"Dedication." In Studies in Managerial and Financial Accounting, v. Emerald Group Publishing Limited, 2010. http://dx.doi.org/10.1108/s1479-3512(2011)0000021007.
Full text
3
Jenab, Kouroush, and Selva Staub. "Successful Implementation of Six Sigma Considering Management Styles." In Advances in Business Information Systems and Analytics, 59–76. IGI Global, 2014. http://dx.doi.org/10.4018/978-1-4666-5958-2.ch004.
Full textAbstract:
Why is management style so important to Six Sigma implementation? Many writers have attempted to define managers as effective quality leaders. Particularly following the 1920s, a great deal of research focused on worker motivation. Prior to the 1920s most employees were looked at as machines and their needs and wants were ignored. Employees were viewed as a disposable resource, driving the belief that motivating employees and sharing organizational development ideas were not integral to business practice. This style of management discouraged employees from feeling as a part of the organization and taking a stake in development efforts. McGregor identified two distinct managerial approaches, labeling them Theory X and Y; theory X was the more prevalent behavioral style identified among managers in the first half of the twentieth century. A statistical approach to quality control was also beginning to emerge during this period, with origins in the well-known so-called Hawthorne experiments. At this time, while Japanese companies were developing quality methods, western manufacturers were focusing their efforts on marketing, production quantity, and financial performance. An awakening to quality in western firms did not occur until the 1980s, with Six Sigma as one of the offspring of this movement. Six Sigma is a set of strategies, techniques, and tools for process improvement. One of the outcome of Six Sigma implementation is an infrastructure of people within the organization who are experts in this method. Six Sigma not only emphasizes setting rigorous objectives, collecting data, and analyzing results to a fine degree as a way to reduce defects in products and services, but it can also be an effective management tool. As such, successful implementation requires managerial commitment. This level of commitment will depend on the managers’ perceptions of their workers’ motivation. Although a great deal of research has been conducted on worker motivation, limited research exists that explores the possible connection between managers’ perception of workers’ motivation and Six Sigma commitment and success. The writers of this chapter have explored this issue and found that the majority of participants in their study were Theory Y managers with the same level of interest in Six Sigma as Theory X managers. The results indicate that although successful implementation of Six Sigma is independent from the management style (Theory X or Y), it requires management support and determination. Furthermore, the findings did not rule out other possible factors that could be influencing Six Sigma success, such as the dedication of Six Sigma champions or their skills in implementing Six Sigma.