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Journal articles on the topic 'MANAGERIAL PROCESS'

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Author: Grafiati

Published: 11 September 2023

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1

Abraham, Steven E., Lanny A. Karns, Kenneth Shaw, and Manuel A. Mena. "Managerial competencies and the managerial performance appraisal process." Journal of Management Development 20, no. 10 (December 2001): 842–52. http://dx.doi.org/10.1108/02621710110410842.

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2

Hrabal, Martin. "Process-Oriented Managerial Accounting." International Advances in Economic Research 22, no. 2 (March 12, 2016): 225–27. http://dx.doi.org/10.1007/s11294-016-9565-0.

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3

Greenall, Paul. "Managerial process: the reflective practitioner." Leadership in Health Services 17, no. 3 (September 2004): 8–12. http://dx.doi.org/10.1108/13660750410550539.

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4

Breaugh, James A. "Modeling the managerial promotion process." Journal of Managerial Psychology 26, no. 4 (May 3, 2011): 264–77. http://dx.doi.org/10.1108/02683941111124818.

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5

Overvest, Bastiaan M., and Jasper Veldman. "Managerial incentives for process innovation." Managerial and Decision Economics 29, no. 7 (October 2008): 539–45. http://dx.doi.org/10.1002/mde.1416.

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6

TICHÁ, I., J. HRON, and J. FIEDLER. "Managerial decision making – importance of intuition in the rational process." Agricultural Economics (Zemědělská ekonomika) 56, No. 12 (December 20, 2010): 553–57. http://dx.doi.org/10.17221/169/2010-agricecon.

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The article contributes to the debate over the use of intuition in the managerial decision making. A brief overview of the debate is further elaborated with the comparison of findings brought about by two surveys conducted in the field settings. The comparison shows some similarities – for instance, the number of respondents admitting their reliance on intuition in decision making, but also some major differences.

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7

Kozina, Andrzej W. "MANAGERIAL ROLES AND FUNCTIONS IN NEGOTIATION PROCESS." Business, Management and Education 12, no. 1 (June 30, 2014): 94–108. http://dx.doi.org/10.3846/bme.2014.07.

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The paper is focused on negotiation processes performed in a company and presents author’s concept of the description of the roles and functions accomplished by managers within those processes and being of significant importance from the point of view of negotiations’ outcomes. Such a concept aims at providing the analysis and conducting of business negotiations with effective support. Firstly (following introduction), the concept, types, and comprehensive model of such negotiations is presented as a useful methodological framework for specifying managerial roles and functions. Secondly, some classic concepts of those roles are reviewed, drawing special attention to the ones that concern negotiation process. Thirdly, general managerial functions within that process are described. Fourthly, those functions are precised by relating them to typical hierarchical levels. Fifthly, peculiar managerial functions within negotiating team are discussed. Finally, specific issue of the role of manager as a mediator is addressed. Summing up the paper, the crucial areas for subsequent research were pointed out. In order to elaborate the presented concept the author carried out the comparative study of negotiation literature as well as developed his original ideas.

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8

Lambert, Lee R. "Book Review: Project Management: The Managerial Process." Project Management Journal 32, no. 4 (December 2001): 61. http://dx.doi.org/10.1177/875697280103200410.

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9

Bititci, Umit S., Fran Ackermann, Aylin Ates, John Davies, Patrizia Garengo, Stephen Gibb, Jillian MacBryde, et al. "Managerial processes: business process that sustain performance." International Journal of Operations & Production Management 31, no. 8 (July 19, 2011): 851–91. http://dx.doi.org/10.1108/01443571111153076.

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10

French, Monique L., and Richard Discenza. "Returns in process industries: a managerial perspective." Management Research News 29, no. 12 (December 2006): 769–81. http://dx.doi.org/10.1108/01409170610717808.

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11

Islam, Syrus. "Business models and the managerial sensemaking process." Accounting & Finance 59, no. 3 (February 14, 2019): 1869–90. http://dx.doi.org/10.1111/acfi.12459.

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12

Collier, Nardine, Francis Fishwick, and Steven W. Floyd. "Managerial Involvement and Perceptions of Strategy Process." Long Range Planning 37, no. 1 (February 2004): 67–83. http://dx.doi.org/10.1016/j.lrp.2003.11.012.

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13

Bamel, Umesh Kumar, Santosh Rangnekar, Renu Rastogi, and Suman Kumar. "Organizational Process as Antecedent of Managerial Flexibility." Global Journal of Flexible Systems Management 14, no. 1 (March 2013): 3–15. http://dx.doi.org/10.1007/s40171-013-0026-9.

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14

Holmes, Donald S., and A. Erhan Mergen. "A managerial tool for process capability analysis." Quality and Reliability Engineering International 4, no. 1 (January 1988): 63–66. http://dx.doi.org/10.1002/qre.4680040113.

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15

He, Wei, and Hao Zhou. "Managerial Responses to Voice: A Content and Process Model of Managerial Voice-Taking Theory." Academy of Management Proceedings 2014, no. 1 (January 2014): 14786. http://dx.doi.org/10.5465/ambpp.2014.14786abstract.

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16

Pratap, Sankalp, and Biswatosh Saha. "Evolving efficacy of managerial capital, contesting managerial practices, and the process of strategic renewal." Strategic Management Journal 39, no. 3 (January 23, 2018): 759–93. http://dx.doi.org/10.1002/smj.2749.

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17

Beattie, Rona S., Sewon Kim, Marcia S. Hagen, Toby M. Egan, Andrea D. Ellinger, and Robert G. Hamlin. "Managerial Coaching." Advances in Developing Human Resources 16, no. 2 (January 28, 2014): 184–201. http://dx.doi.org/10.1177/1523422313520476.

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The Problem While managerial coaching becomes increasingly popular in both scholarly and practical circles, the line managers who need to execute this coaching may be neither capable nor interested in the coaching process. Furthermore, while the research on coaching seems promising, little is known about how to test the individual and environmental appropriateness of a coaching intervention. The Solution This review will inform and support evidence-based human resource development (HRD) professionals tasked with developing managers’ coaching capability. It is designed to help line managers who wish to enhance their managerial coaching practice. The Stakeholders This literature review and model will benefit organizations, HRD professionals, and line managers to determine whether coaching is an appropriate learning intervention for their context and at that particular time. Furthermore, if it is deemed appropriate, this review and resulting framework may aid in determining how practitioners should approach coaching within their organizational setting.

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18

Boc, Kamil, Juraj Vaculík, and Dagmar Vidriková. "Risk Analysis in Managerial Process and Fuzzy Approach." Transport and Telecommunication Journal 14, no. 3 (September 1, 2013): 214–22. http://dx.doi.org/10.2478/ttj-2013-0018.

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One of the most important steps in managerial process is the risk analysis. While various methods for conducting the risk analysis exist, in certain conditions only subjective qualitative approach can be used. The typical reason is the lack of input quantitative data. Methods of fuzzy logic can provide a convenient way to conduct risk analyses. The article describes an application of fuzzy logic and fuzzy approach into risk analyses and into risk management process. All needed requirements for using this approach are described. The main advantage of using fuzzy approach is limitation of subjectivity in risk assessment. That can provide basis for regular repeating of risk analyses thus, efficient control system can be created instead of formal occasional risk analyses. Article also describes recommended modification of threat identification process to maximize mutual effect when applied together with this kind of risk analyses.

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19

Topchiy, Irina V. "Inversion of managerial component of architectural education process." Psychological-Pedagogical Journal GAUDEAMUS, no. 48 (2021): 31–40. http://dx.doi.org/10.20310/1810-231x-2021-20-2(48)-31-40.

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The purpose of the study is to identify ways of inversion of professional knowledge and competencies of an architect on the example of managerial ones. The research problem is caused by the need to include professional education in the implementation of programs for the socio-economic development of the country and regions, to increase the competitiveness of graduates and to develop technologies for introducing innovations in education. The research hypothesizes that it is necessary to provide conditions for communication of the academic society of higher architectural schools with representatives of the external environment – administrative structures, industrial, design and other organizations, as well as representatives of civil society. A comparative analysis of the organizational and administrative components of the process of professional architectural education revealed four types of strategies for its development and four different approaches to the management of architectural schools: achieving leadership in all areas, promoting the dissemination of knowledge in society, raising the level of culture in society, pragmatic idea of providing access to the market of design services by obtaining a professional license. The comparison criteria were the goals, motivation, methods, principles, content, evaluation and learning outcomes laid down in the development strategies. The scientific novelty of the research lies in the approach to the study of the processes of inversion of professional knowledge and competencies acquired during architectural education, a look at the organizations of architectural education that are in demand by modern practice, the use of intra-professional, interdisciplinary and public communications for this purpose. As a result of the study, four approaches to the inversion of professional knowledge and competencies in architecture were identified, differing in administrative and managerial components of the educational process. Common to all approaches is the involvement of representatives of the external society, who are carriers of new knowledge and experience for expert evaluation of the components of professional education, selection of research directions, evaluation of the results of scientific and educational activities of students, development and implementation of strategies for the development of the university and architectural faculties.

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20

Marhfor, Ahmed, Kais Bouslah, and Bouchra M'Zali. "Corporate Social Responsibility as a managerial learning process." ACRN Journal of Finance and Risk Perspectives 10, no. 1 (May 2021): 77–94. http://dx.doi.org/10.35944/jofrp.2021.10.1.005.

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The purpose of this paper is twofold. 1) We propose for the first time in the literature a theory (managerial learning hypothesis) that may explain why managers engage in corporate social responsibility (CSR). 2) We use an intuitive empirical methodology (Edmans et al. 2017) to test the relevance/irrelevance of our new theory. The idea behind our main contribution is that managers engage in CSR to learn new relevant information from other informed stakeholders. In return, managers will use both the new information and other information they already have to choose the optimal level of firm’s investment (Jayaraman and Wu, 2019). Therefore, we propose to examine whether a strong CSR engagement improves revelatory efficiency (Edmans et al. 2012, 2017). The latter accounts for the extent to which stock prices reveal new information to managers that will help them make value-maximizing choices. Our findings suggest that CSR activities do not allow firm’s managers to extract new information from their stock prices and ultimately improve the efficiency of their investment choices.

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21

Cotter, James F., and Marc Zenner. "How managerial wealth affects the tender offer process." Journal of Financial Economics 35, no. 1 (February 1994): 63–97. http://dx.doi.org/10.1016/0304-405x(94)90018-3.

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22

Segev, Arie, Ajit Patankar, and J. Leon Zhao. "e-Business process interleaving: Managerial and technological implications*." Information Systems and e-Business Management 1, no. 4 (November 2003): 331–52. http://dx.doi.org/10.1007/s10257-003-0019-x.

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23

Wooldridge, Bill, and Steven W. Floyd. "Managerial knowledge underlying the process of strategic renewal." Academy of Management Proceedings 2012, no. 1 (July 2012): 17873. http://dx.doi.org/10.5465/ambpp.2012.17873abstract.

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24

Martynov, G. N., and D. S. Nosova. "MODELING IN THE PROCESS OF MANAGERIAL DECISION MAKING." Education and Science without Limits: Fundamental and Applied Researches, no. 16 (2022): 213–16. http://dx.doi.org/10.36683/2500-249x/2022-16/213-216.

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25

Kachalov, Roman M., and Yuliya A. Sleptsova. "Conceptual Model of Sustainable Development Management Process." Journal of Economic Regulation 12, no. 2 (June 30, 2021): 068–84. http://dx.doi.org/10.17835/2078-5429.2021.12.2.068-084.

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The purpose of this paper is to develop a concept for managing the level of risk of disrupting the sustainable development of the enterprise. The research methodology is based on the system economic theory and the operational theory of risk management. A methodology is proposed for the study of the development and implementation of management decisions in the managerial subsystem, taking into account the identified risks of sustainable development of the enterprise at the intentional, expectational, cognitive and functional stages. Within the framework of these stages, the processes of goal setting, information collection, assessment of the existing environment and forecasting of changes in the enterprise, as well as the processes of implementing decisions are carried out. To shed light on the processes of identifying risk factors and developing appropriate anti-risk managerial impacts depend on the localization in the control object. When decomposing a control object, four types of localization are distinguished: an object subsystem, a process subsystem, a project subsystem, and an environmental subsystem. The implementation of managerial decisions, from the point of view of the object subsystem, can be limited by the high cost of the main production equipment and long life cycles of the finished product. When implementing the developed managerial solutions, there may be a redistribution of profit centers or a change in the way it is generated, which will lead to a change in the characteristics of the enterprise's process subsystem. In the project subsystem, an enterprise can achieve maximum effect by focusing its efforts on the introduction of innovative technologies. The speed of changes in the external environment of the enterprise becomes very high, so the role of forecasting the impact of these changes on the environmental subsystem of the enterprise increases, and applying this knowledge to develop managerial impact, on the one hand, and to adapt the enterprise to these changes, on the other. It is shown that by regulating and eliminating the imbalance in the preparation of managerial impacts, it is possible to reduce the level of risk in the implementation of such decisions.

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26

Peters, John. "The Managerial Decision‐making Process (5th ed.)991E. Frank Harrison. The Managerial Decision‐making Process (5th ed.). Houghton Mifflin, 1999." Management Decision 37, no. 5 (June 1999): 57–58. http://dx.doi.org/10.1108/md.1999.37.5.57.1.

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27

SVIERTNIEV, O., and Ye SHOSTAK. "TERMINOLOGICAL CHARACTERISTICS OF THE PROCESS OF FORMATION OF MANAGERIAL COMPETENCE OF THE FUTURE EDUCATION MANAGER." Pedagogical Sciences, no. 79 (September 19, 2022): 87–91. http://dx.doi.org/10.33989/2524-2474.2022.79.264556.

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The article considers the theoretical foundations of the formation of managerial competence of the future education manager in a market economy. The terminological characteristics of the process of formation of managerial competence are carried out and the system of organizational and managerial skills of the education manager is theoretically substantiated. A systematic analysis of the literature on the research topic was revealed, the modern meanings of the concepts «competence», «professional competence», «management», «educational management» and «education manager» were revealed. The essence and content of the concept of «managerial competence» as a systemic phenomenon from different scientific positions are revealed.The content of the concept of «professional competence of the education manager» as a willingness to perform managerial (administrative) activities at a relatively high level, using sustainable professional qualities and experience. Identified and analyzed the key components of organizational and managerial activities of the future manager of education, which is the basis for the formation of his professional competence: organizational and managerial, technological, design and research.

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28

Skurtol, S. D., S. M. Kontseba, and H. Iu Rodashchuk. "INFORMATION SUPPORT FOR PROCESS AUTOMATION DEVELOPMENT AND MANAGEMENT DECISION MAKING." Herald of Kiev Institute of Business and Technology 40, no. 2 (June 14, 2019): 88–92. http://dx.doi.org/10.37203/kibit.2019.40.21.

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In the article is considered the importance of information and its influence on the efficiency of making managerial decisions, the expediency of systemic using of information and the formation of information support for the process of making managerial decisions. The problems of information support of enterprises activity are analyzed.

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29

Degterenko, L. N., and N. V. Ugryumova. "FORMATION OF FUTURE MANAGERS’ MANAGERIAL THINKING IN THE CONDITIONS OF ORGANIZATIONAL TRANSFORMATION." Современная высшая школа инновационный аспект, no. 2 (2021): 57–64. http://dx.doi.org/10.7442/2071-9620-2021-13-2-57-64.

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The problem of forming managerial thinking of future managers in the conditions of organizational transformations is updated. Specifics of managerial thinking are discussed. Types of managerial thinking are described. A model of forming managerial thinking of future managers at higher school is presented. It is concluded that the formation of managerial thinking of future managers in the educational process of higher school can be optimized if managerial thinking is considered as a type of thinking that answers cognitive needs of student’s personality focused on the future improvement of the managerial activities, as a systematic educational process represented as theoretical and methodological, structural and informative, criteria and diagnostic blocks, aims, the process based on the integration of competence, situational, practice oriented and cybernetic approaches.

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30

James Unurhoro, Ekwevugbe, and Golley Oyoma Doris. "Process of Managerial Training and Its Impact of Manager Effectiveness." International Journal of Research and Review 9, no. 10 (October 12, 2022): 222–29. http://dx.doi.org/10.52403/ijrr.20221026.

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This paper work places emphasis on management training. It focuses on the process of managerial training and its impact on manager’s effectiveness in government ministries. According to Khanka (2008) refers training as the teaching and learning activities carried out for primary purpose of helping members of an organization to acquire and also apply the required knowledge, skill and attitudes to perform their job effectiveness. Nevertheless, it was recommended that other Government Ministries in the country should discover the success of effectiveness by training and re- training their staffs and manager. After the findings it is concluded that managerial training has impact on manager’s effectiveness. Keywords: Training, Effectiveness, Manager, Managerial Training, Job effectiveness.

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31

Campbell, R. Keith. "Understanding the Management Process and Financial and Managerial Accounting Part III. Managerial Accounting: Financial Ratio Analysis." Diabetes Educator 15, no. 1 (February 1989): 24–26. http://dx.doi.org/10.1177/014572178901500108.

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32

Machado, Evelio F., Marcos T. Zambrano, and Nancy Montes de Oca. "Epistemic evaluation of the training and managerial competence development process." Propósitos y Representaciones 3, no. 2 (2015): 203–25. http://dx.doi.org/10.20511/pyr2015.v3n2.84.

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33

Fuchs, Manfred, and Sierk Horn. "Managerial Decision Making and the Evolutionary Process of Internationalization." Academy of Management Proceedings 2019, no. 1 (August 1, 2019): 14801. http://dx.doi.org/10.5465/ambpp.2019.14801abstract.

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34

Mraović, Branka. "Labour process theory and critical accounting: Conceptualising managerial control." Corporate Ownership and Control 2, no. 2 (2005): 48–64. http://dx.doi.org/10.22495/cocv2i2p5.

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This paper examines the need to limit managerial control in the corporate world, by using the contribution of the labour process theory and critical accounting, in which the theoretical complementarity of these two scientific disciplines is pointed out. Neither labour process nor accounting are mere technical phenomena, but should be placed in the totality of social relations, which means the context of alienating effects of the capitalist mode of production. Relying on the works by Braverman, Tinker and Thompson, this paper is the introduction to an interdisciplinary methodology based on Marx’s labour theory of value, and its goal is to provide a guide for working-class action to change society.

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35

Nohata, Mariko. "Factors and Process of Career Formation of Managerial Women." Japanese Sociological Review 36, no. 4 (1986): 438–56. http://dx.doi.org/10.4057/jsr.36.438.

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36

POTEMKIN, Leonid, and Antonina POTEMKINA. "ECONOMIC ASPECTS OF THE MANAGERIAL PROCESS IN AGRICULTURAL PRODUCTION." Ukrainian Journal of Applied Economics 4, no. 4 (October 30, 2019): 234–40. http://dx.doi.org/10.36887/2415-8453-2019-4-27.

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Introduction. The article discusses the most pressing scientific issues, basic economic laws and concepts that affect the process of management and motivation of hired personnel, based on the position of increasing the efficiency of agricultural enterprises functioning. Results. In modern conditions, interests between the actual owners of enterprises and operating personnel have sharpened. The first strive to maximize profits. To do this, they use official, and mainly shadow income. In the second category, they apply simple management methods (dismissal from work, violation of labor laws, payment of salaries in envelopes, etc.). In this situation, it is necessary to clearly monitor the actions of the owners. It is advisable to assign this function to the personnel of the enterprise and trade union bodies. Conclusions. The relationship process of the concepts of expanded market production, distribution by labor and the cost of agricultural products, as well as labor prices is considered. The article proves that the interconnection of the concepts of value and labor regulation is reduced to free pricing and acceleration of the cash flow rate. Effective organization of the personnel management process reduces the cost of production and products sales and, automatically, increases the income of the owner. Therefore, it becomes possible to form motivation funds and accrue dividends. In the article, the authors substantiate the opinion that the interaction level of the concept of distribution according to work and the law of value is due to their essence and manifestation form in specific economic reality. The distribution process can be based on a specific or abstract work, as well as their combination. There is no consensus among economists on this issue. Key words: economic laws, concepts, industrial enterprises, factors, interconnection, material motivation, employees, employees, management.

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37

Tsui, Anne S., and Susan J. Ashford. "Adaptive Self-regulation: A Process View of Managerial Effectiveness." Journal of Management 20, no. 1 (April 1994): 93–121. http://dx.doi.org/10.1177/014920639402000105.

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This article describes a set of processes involved in attaining managerial effectiveness. These processes are components of an adaptive self-regulation framework. They involve the active management of constituencies' role expectations and performance opinions through standard-setting, discrepancy-detection, and discrepancy-reduction. These processes serve to enhance constituents' opinions of the manager's effectiveness. Several social and contextual factors that either facilitate or inhibit managers' self-regulation efforts are identified and hypotheses to guide future empirical research are offered.

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38

Fincham, Robin. "Business process reengineering and the commodification of managerial knowledge." Journal of Marketing Management 11, no. 7 (October 1995): 707–19. http://dx.doi.org/10.1080/0267257x.1995.9964383.

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39

Treleven, Mark, and John G. Wacker. "The sources, measurements, and managerial implications of process commonality." Journal of Operations Management 7, no. 1-2 (October 1987): 11–25. http://dx.doi.org/10.1016/0272-6963(87)90003-9.

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40

Friedman, Andrew. "Developing the managerial strategies approach to the labour process." Capital & Class 10, no. 3 (November 1986): 97–124. http://dx.doi.org/10.1177/030981688603000107.

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41

Rifai, Firas, and Abdul Sattar H. Yousif. "The Effect of Management Policy & Process on Adopting Entrepreneurship Aspects by Jordanian Universities." Journal of Management and Sustainability 6, no. 3 (August 30, 2016): 127. http://dx.doi.org/10.5539/jms.v6n3p127.

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<p>This paper aims at exploring the role of the university managerial systems and policies in the process of implementing the concept of entrepreneurship and innovation by Jordanian universities. A questionnaire was used as a means of data collection. Seven Jordanian universities were chosen from both governmental and private sectors and 320 questionnaires were distributed to a random sample of managerial staff of these seven universities. The resulting data was carefully viewed, audited and statistically analyzed using the most appropriate statistical tests. The outcomes and results of the statistical analysis clearly indicated that the three independent variables (i.e. The university managerial process related to conducting the entrepreneurial concept implementation problems and obstacles, the university general managerial and financial policies and managerial staff awareness of entrepreneurial aspects) had a positive impact on both dependent variables individually and collectively (i.e. university expansion and the consolidation of university competitive advantage).</p>

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42

Vujović, Slavoljub, Jelena Premović, and Jovan Spajić. "Sustainability aspects of managerial process of creating material basis for tourism." Зборник радова Филозофског факултета у Приштини 48, no. 4 (2018): 297–310. http://dx.doi.org/10.5937/zrffp48-19302.

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43

Neher, Alain, and Jane Maley. "Improving the effectiveness of the employee performance management process." International Journal of Productivity and Performance Management 69, no. 6 (November 18, 2019): 1129–52. http://dx.doi.org/10.1108/ijppm-04-2019-0201.

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Purpose The purpose of this paper is to explore the role of managerial values in improving the effectiveness of employee performance management (EPM). Design/methodology/approach The research has been conducted as a conceptual study, in which EPM criteria are compared to managerial values and the related maturity model. A thorough review of the EPM and values literature identified relevant and significant works. Findings Despite copious extant literature on EPM, the process is riddled with persistent problems, particularly concerning the manager’s enthusiasm to adequately implement EPM and its subsequent effectiveness. A managerial grounded values framework is, therefore, proposed. Using a circular approach that is assisted by a values maturity model, it serves as a charter that guides the supervisor’s actions, goals, choices, decisions and attitudes; principles that are very much at the heart of an effective EPM process. Curiously, managerial values and EPM have not generally been connected. Practical implications This values-based circular framework contributes to the effectiveness of the EPM process and thus to a positive EPM experience that motivates, enhances engagement and guides personal development. When enacted individual values and EPM are linked, they are argued to lead to sustained superior financial performance. Originality/value This study makes an important and novel contribution to the performance literature by using a values-based maturity model to improve the effectiveness of the EPM process.

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44

Reddy, Raghunandan, Arun Kumar Sharma, and Munmun Jha. "Gendered labour process." International Journal of Sociology and Social Policy 39, no. 9/10 (September 9, 2019): 831–50. http://dx.doi.org/10.1108/ijssp-07-2019-0144.

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Purpose The purpose of this paper is to examine perspective of “gendered labour process” to explore the aspectsof managerialism, which utilize gender as a control measure to achieve its ends. The paper seeks to integrate gender and labour process theory and contribute to studies on gendering of organizations that focus on organization logic as well as integrated studies of labour process theory and gender. Design/methodology/approach The paper utilizes thematic analysis as the method for analysing the interviews of senior managers in an information technology service organization in India, to identify managerial ideologies and practices. Findings A gendered labour process perspective could reveal the institutional orders that systemically discriminate or exclude women in organizations, rather than gender ideologies alone. Practical implications Rather than focussing on gender sensitization alone, as is the case with the gender diversity initiatives, it may be fruitful to revisit work design and work organization, to identify and implement changes, so that women’s marginalization and exclusion from certain workplaces could be minimized. Social implications A view of gendered labour process could aid public policies aimed at enabling women to continue their employment without disruptions. Originality/value The paper attempted to integrate gender and labour process theory by delineating the organization logic that deploys gender as a means of managerial control.

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45

Cebanu, Lilia. "Models of the communication process from the perspective of the management style." Univers Pedagogic, no. 4(72) (January 2022): 51–61. http://dx.doi.org/10.52387/1811-5470.2021.4.08.

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This article reflects on the aspects of managerial communication in pre-university education institutions and the influence of leadership style on it. The concepts of communication, managerial communication, stages of the communication process, communication channels, types of language used by managers and various models of the communication process are described and analyzed.

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Siman, Andréia Guerra, Maria José Menezes Brito, and Melissa Evelyn Lopez Carrasco. "Participation of the nurse manager in the process of hospital accreditation." Revista Gaúcha de Enfermagem 35, no. 2 (June 2014): 93–99. http://dx.doi.org/10.1590/1983-1447.2014.02.44510.

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This study's aim was to understand the role of nurse managers in the process of hospital accreditation. This qualitative case study was conducted in a large private hospital in Belo Horizonte, MG, Brazil. Five nurse managers were interviewed using a semi-structured script from April to May, 2011 and content analysis was used to interpret the data. Results show the strategic position of this professional, his/her managerial skills and participation in the implementation and maintenance of accreditation, and the importance of care management. Nurses have played managerial roles with greater autonomy, connecting inter-sector care, which contrasts with the curative model, and have established partnerships with different social and institutional segments, adopting standards for teamwork. Managerial, healthcare, and educational work is performed from a procedural and indivisible perspective.

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Bunda, Carmen. "A model of managerial competence in pedagogy. Basic managerial competence – organizational learning." Acta et commentationes: Științe ale Educației 3, no. 29 (November 2022): 142–51. http://dx.doi.org/10.36120/2587-3636.v3i29.142-151.

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Pedagogical competences are oriented, thus, based on the general and specific objectives of school programs according to which they have the ability to mobilize basic, declarative, procedural and conditional knowledge (value and attitudinal), which support the effectiveness of training, teaching-learning and continuous, formative and formative assessment throughout the activities organized within the educational process. Key managerial skills are: 1. Classification and capitalization of individual and collective aspirations of the class of students; 2. Recognizing and managing the complexity of problems through the "discipline of systems thinking"; 3. Formation and development of reflective thinking through constructive, innovative conversations and debates.

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Berthod, Olivier, and Federica Segato. "Developing Purpose-Oriented Networks: A Process View." Perspectives on Public Management and Governance 2, no. 3 (August 14, 2019): 203–12. http://dx.doi.org/10.1093/ppmgov/gvz008.

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AbstractRejoining other authors’ arguments in favor of less linear and more process-based studies of change in purpose-oriented networks (PONs), we propose conceiving of PONs not as social entities or forms, but as processes constantly in flux. From this perspective, PONs comprise more or less interconnected processes constantly at play, albeit with more or less intensity, depending on the reflexive management and actions of their participants. We contend that a process view sheds light on three major themes categorizing extant research on network development: network development as the product of engineered, planned managerial actions; network evolution as the product of unintended, systemic changes both within and outside of PONs; and the management of network tensions as the central object of managerial attention.

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Bugaian, Larisa. "RESPONSIBILITY CENTRE – MANAGERIAL ACCOUNTING INSTRUMENT." Journal of Social Sciences 5, no. 2 (June 2022): 173–86. http://dx.doi.org/10.52326/jss.utm.2022.5(2).16.

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The survey of industrial companies indicates that the majority of managers use information about total costs or, at best, production costs, to make managerial decisions about the effectiveness of products or services. These indicators, being characteristic of financial accounting, are calculated with great approximation on the types of products or services. Marginal costs, as an object of managerial accounting, are very rarely used in the decision-making process, because the existing expense accounting systems of most companies are not able to produce such information. Traditional accounting systems accumulate and process financial information in accordance with financial accounting principles, without tracking and separating variable and fixed costs, which would allow a clearer determination of the direct costs incurred by specific products and services. Thus, the article presents some theoretical and practical aspects regarding the implementation of responsibility centre as tools for decentralizing responsibilities through the principles of managerial accounting, which allow the accumulation and management of costs and expenses on decision-making areas of company subdivisions.

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Santos, Vanderlei dos, Ilse Maria Beuren, and Leandro Marques. "Fair design and use of the budgetary process and managerial performance." Revista Contabilidade & Finanças 32, no. 85 (April 2021): 29–45. http://dx.doi.org/10.1590/1808-057x202010750.

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ABSTRACT This study analyzes the impacts of the fair design and use of the budgetary process, from the perspectives of formal and informal justice, on fairness judgments, on budgetary participation, and on managerial performance. Complementarily, it also analyzes the mediating effect. Research on the impacts of budgetary participation on managerial performance presents conflicting and inconclusive evidence. The studies on organizational justice, in turn, mainly focus on individual perceptions of justice, from a descriptive and perceptual perspective, not considering the normative approach, and treating justice rules and fairness judgments as synonymous. That segregation is relevant as it reinforces the importance of the fair design and use of the budgetary process, going beyond considering individual fairness judgments. The research revealed that the fair design and use of the budgetary process influence managerial performance; however, the individual perception of justice (fairness judgments) did not exert a direct influence. These findings are relevant because they highlight the impacts of justice in terms of the effects that a system generates, not only considering individual perceptions. A survey was conducted with a random sample of 110 managers chosen using the LinkedIn social network. For the data analysis, the structural equations modeling technique was applied. The study contributes to the literature that examines behavioral aspects of the relationship between budgetary participation and managerial performance, by seeking to understand in which conditions budgetary participation results in better performance. In this research, these relationships are analyzed in light of the foundations of justice, from the perspective of justice rules and fairness judgments. The evidence suggests that budgetary participation affects managerial performance when it results from the fair design and use of the budgetary process.

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