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Journal articles on the topic 'Managerial Thinking'

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Author: Grafiati
Published: 10 December 2022
Last updated: 28 January 2023

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1

Alexander, S., R. A. Edwards, and N. W. Smart. "New Managerial Thinking." Industrial and Commercial Training 26, no. 1 (February 1994): 28–32. http://dx.doi.org/10.1108/00197859410051280.

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2

Ammons, David N. "Performance Measurement and Managerial Thinking." Public Performance & Management Review 25, no. 4 (June 2002): 344–47. http://dx.doi.org/10.1080/15309576.2002.11643669.

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3

Jones, Merrick. "MANAGERIAL THINKING: AN AFRICAN PERSPECTIVE." Journal of Management Studies 25, no. 5 (September 1988): 481–505. http://dx.doi.org/10.1111/j.1467-6486.1988.tb00711.x.

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4

Porac, Joseph F., and Howard Thomas. "MANAGERIAL THINKING IN BUSINESS ENVIRONMENTS." Journal of Management Studies 26, no. 4 (July 1989): 323–24. http://dx.doi.org/10.1111/j.1467-6486.1989.tb00731.x.

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5

Ammons, David N. "Performance Measurement And Managerial Thinking." Public Performance & Management Review 25, no. 4 (June 1, 2002): 344–47. http://dx.doi.org/10.1177/15357602025004003.

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6

Pradhan, Rabindra Kumar, and Updesh Kumar. "Cultural Influence on Managerial Thinking." Management and Labour Studies 29, no. 1 (February 2004): 42–64. http://dx.doi.org/10.1177/0258042x0402900104.

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7

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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8

Kuzin, D. V., and I. P. Ponomarev. "Managerial Thinking in a New Reality." World of new economy 15, no. 2 (June 26, 2021): 107–17. http://dx.doi.org/10.26794/2220-6469-2021-15-2-107-117.

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The passing year 2020 has turned over a lot in society, economics and business, human behaviour and consciousness. Within a brief period, due to the pandemic situation, we found ourselves in a new reality. Still, we are trying to understand the changes that occurred and how to manage different processes effectively. But even more important is where all these processes will bring us. This very difficult period in human development took place in a completely different economy of impressions, information, knowledge and intelligence. In the framework of the large scale, overwhelming, and promising (however, somewhat controversial) Industry 4.0, we see the development and digital transformation that changed management and managerial thinking. The new fight for human consciousness has extended; methods and techniques of neuro-management, neuromarketing, and artificial intelligence are widely used. The consciousness became the object of influence and manipulation, the key topic in business and politics. This article focuses on several problems of a new quality of management thinking. It suggests and explains the essence and the necessity of hyper thinking as one of the most suitable and valuable approaches to understand and analyze the new contemporary reality and the ongoing processes and approach to education.
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9

Smith, Gerald F. "(Dys)functional Models of Managerial Thinking?" Academy of Management Proceedings 2015, no. 1 (January 2015): 10539. http://dx.doi.org/10.5465/ambpp.2015.10539abstract.

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10

Probst, Gilbert J. B., and Peter Gomez. "Thinking in Networks to Avoid the Pitfalls of Managerial Thinking." Human Systems Management 8, no. 3 (1989): 201–12. http://dx.doi.org/10.3233/hsm-1989-8304.

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11

Myszkowski, Nils, Martin Storme, Andrés Davila, and Todd Lubart. "Managerial creative problem solving and the Big Five personality traits." Journal of Management Development 34, no. 6 (June 8, 2015): 674–84. http://dx.doi.org/10.1108/jmd-12-2013-0160.

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Purpose – The purpose of this paper is to provide new elements to understand, measure and predict managerial creativity. More specifically, based on new approaches to creative potential (Lubart et al., 2011), this study proposes to distinguish two aspects of managerial creative problem solving: divergent-exploratory thinking, in which managers try to generate several new solutions to a problem; and convergent-integrative thinking, in which managers select and elaborate one creative solution. Design/methodology/approach – In this study, personality is examined as a predictor of managerial creative problem solving: On one hand, based on previous research on general divergent thinking (e.g. Ma, 2009), it is hypothesized that managerial divergent thinking is predicted by high openness to experience and low agreeableness. On the other hand, because efficient people management involves generating satisfying and trustful social interactions, it is hypothesized that convergent-integrative thinking ability is predicted by high agreeableness. In all, 137 adult participants completed two divergent-exploratory thinking managerial tasks and two convergent-integrative thinking managerial task and the Big Five Inventory (John and Srivastava, 1999). Findings – As expected, divergent-exploratory thinking was predicted by openness to experience (r=0.21; p<0.05) and agreeableness (r=−0.22; p<0.05) and the convergent-integrative thinking part of managerial creative problem solving was predicted by agreeableness (r=0.28; p<0.001). Originality/value – Contrary to most research on managerial creativity (e.g. Scratchley and Hakstian, 2001), the study focuses (and provides measure guidelines) on both divergent and convergent thinking dimensions of creative potential. This study replicates and extends previous results regarding the link between personality (especially agreeableness) and managerial creativity.
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12

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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13

Bellin, Howard. "Some Managerial Thinking About the Sharing Economy." Journal of Marketing Channels 24, no. 1-2 (April 3, 2017): 97–99. http://dx.doi.org/10.1080/1046669x.2017.1347006.

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14

Misra, Shalini, Patrick Roberts, and Matthew Rhodes. "Information overload, stress, and emergency managerial thinking." International Journal of Disaster Risk Reduction 51 (December 2020): 101762. http://dx.doi.org/10.1016/j.ijdrr.2020.101762.

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15

Srivastava, Saurabh, and Derrick D’Souza. "An empirical examination of the relationship between managerial strategic thinking and absorptive capacity of the organization." Journal of Strategy and Management 13, no. 1 (November 27, 2019): 51–71. http://dx.doi.org/10.1108/jsma-05-2019-0077.

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Purpose Recently, researchers have highlighted the limited attention that has been devoted to managerial capabilities as micro-foundational elements of absorptive capacity. Strategic thinking is one such managerial capability that guides managers during the development of organizational capabilities. The purpose of this paper is to empirically investigate the influence of managerial strategic thinking on the development of absorptive capacity. Design/methodology/approach Data were collected using a sample of 324 senior-level and mid-level managers from the software industry. PLS-SEM was used to test the hypothesized relationships. Findings Study results indicate that managerial strategic thinking is positively related to absorptive capacity, as well as to each of its four components – acquisition, assimilation, transformation and exploitation. Originality/value The current study adopts a micro-foundations perspective and delves into the development and orchestration of organizational capabilities. This study is the first to empirically investigate the relationship between managerial strategic thinking and absorptive capacity. Prior literature on absorptive capacity has focused on its influence on phenomena that are downstream to absorptive capacity, e.g. innovation, new product development and firm performance. The research offers new insights into the relationship between absorptive capacity and managerial strategic thinking, a hitherto unexplored upstream phenomenon. Scholars have theorized that managerial strategic thinking plays a pivotal role in managerial decisions, making it a critical factor in developing the absorptive capacity of an organization. The authors believe that the empirical evidence of the theorized relationship offers valuable insights that will aid scholarly research on organizational capabilities.
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16

Verbitskiy, V. K., and D. V. Kuzin. "Modern Managerial Thinking and Russian Corporate Governance Practice." Management Science 8, no. 1 (March 20, 2018): 42–51. http://dx.doi.org/10.26794/2304-022x-2018-8-1-42-51.

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17

Smith, Gerald F. "Problem-Based Learning: Can it Improve Managerial Thinking?" Journal of Management Education 29, no. 2 (April 2005): 357–78. http://dx.doi.org/10.1177/1052562904269642.

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18

Et al., Dilorom Daniyarovna Ergasheva. "Psychological Aspects and Results of Innovative Thinking of a Manager." Psychology and Education Journal 58, no. 2 (February 9, 2021): 370–75. http://dx.doi.org/10.17762/pae.v58i2.1851.

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New types of thinking, studied and developed in recent decades, include such as innovative, managerial, strategic, critical and systemic as the highest level of thinking that synthesizes all types. Innovative thinking cannot be based on traditional logic. The innovative thinking of a leader, combined with managerial abilities, leads to personal progress of the manager himself, in the organization - to the emergence of a new product, thereby taking the company not only to a new level, but also to a leader.
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19

Bratianu, Constantin, and Simona Vasilache. "A factorial analysis of the managerial linear thinking model." International Journal of Innovation and Learning 8, no. 4 (2010): 393. http://dx.doi.org/10.1504/ijil.2010.035749.

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20

Kumar, Rajesh, and Anoop Nathwani. "Business alliances: why managerial thinking and biases determine success." Journal of Business Strategy 33, no. 5 (August 31, 2012): 44–50. http://dx.doi.org/10.1108/02756661211282786.

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21

Simuth, Jozef. "E-learning Tool for Improving Managerial Strategic Thinking Skills." Procedia - Social and Behavioral Sciences 197 (July 2015): 703–6. http://dx.doi.org/10.1016/j.sbspro.2015.07.072.

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22

Sudirman, Iman, Indryati Sunaryo, Made Andriani, Atya Nur Aisha, and Dwirany Dian Audy Sinaga. "INTRAPRENEURIAL COMPETENCIES IN FASHION COMPANY: DISTINCTIVE BETWEEN MANAGERIAL AND NON-MANAGERIAL LEVEL." Humanities & Social Sciences Reviews 8, no. 1 (March 3, 2020): 901–12. http://dx.doi.org/10.18510/hssr.2020.81107.

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Purpose of the study: Human resources are the main factor of competitive advantage in an organization, so the quality of employees becomes essential. This study aims to identify distinctive competencies for managerial and non-managerial levels in the fashion industry. Different job level needs a different level of skills and it shows the variation in training needs. Methodology: This research was done using qualitative studies with structured literature review and semi-structured interviews with managers as a preliminary stage. The primary research was done through a survey method using questionnaires distributed to 200 employees in a fashion company. Result: The result shows that there were nine different competencies needed by managerial and non-managerial level, namely (1) Achievement orientation, (2) Concern for order, (3) Information seeking, (4) Relationship building, (5) Developing others, (6) Teamwork, (7) Team leadership, (8) Analytical thinking, and (9) Sense of humor. Besides, it was found that both positions need Entrepreneurial thinking and Innovation management competencies at a similar level of importance. This similarity shows that all levels of employees must own the intrapreneurship spirit in the company because the product and business innovation can come from all employees. Applications of this study: Differences in competency requirements at managerial and non-managerial levels will have an impact on variations in the needs pf employee training and development. For example, in achievement orientation competency, training for the managerial level is directed not only to meet targets but to the possibility of creating new business opportunities. Novelty/Originality of this study: The result of the literature study shows that many previous studies have identified competency models in the creative industries. Still, only a few have identified in detail the differences in intrapreneur competency needs at managerial and non-managerial levels.
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23

Ashton, Alison Hubbard, Robert H. Ashton, and Mary N. Davis. "White-Collar Robotics: Levering Managerial Decision Making." California Management Review 37, no. 1 (October 1994): 83–109. http://dx.doi.org/10.2307/41165779.

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The first industrial revolution showed us how to do most of the world's heavy work with the energy of machines instead of human muscle. The new industrial revolution is showing us how much of the work of human thinking can be done by and in cooperation with intelligent machines.
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24

Bilohur, V., O. Kravchenko, T. Lishchuk-Torchynska, and N. Yukhymenko. "Generic and professional managerial skills: changing nature, thinking and roles." Naukovyi Visnyk Natsionalnoho Hirnychoho Universytetu, no. 3 (2020): 151–56. http://dx.doi.org/10.33271/nvngu/2020-3/151.

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25

Cramp, D. G., and E. R. Carson. "Systems thinking, complexity and managerial decision-making: an analytical review." Health Services Management Research 22, no. 2 (May 2009): 71–80. http://dx.doi.org/10.1258/hsmr.2008.008015.

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One feature that characterizes the organization and delivery of health care is its inherent complexity. All too often, with so much information and so many activities involved, it is difficult for decision-makers to determine in an objective fashion an appropriate course of action. It would appear that a holistic rather than a reductionist approach would be advantageous. The aim of this paper is to review how formal systems thinking can aid decision-making in complex situations. Consideration is given as to how the use of a number of systems modelling methodologies can help in gaining an understanding of a complex decision situation. This in turn can enhance the possibility of a decision being made in a more rational, explicit and transparent fashion. The arguments and approaches are illustrated using examples taken from the public health arena.
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26

Rahman, Syedur, and Frederick Norling. "Managerial thinking. A study of public managers from developing countries." Public Administration and Development 11, no. 2 (March 1991): 111–25. http://dx.doi.org/10.1002/pad.4230110203.

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27

Paine, Lynn Sharp. "Moral Thinking in Management: An Essential Capability*." Business Ethics Quarterly 6, no. 4 (October 1996): 477–92. http://dx.doi.org/10.2307/3857500.

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AbstractThis paper argues that moral thinking is an essential management capability which strengthens organizations and contributes to their performance in the marketplace. The paper explains what moral thinking is, and addresses the most common reasons for considering it inappropriate or irrelevant to managerial practice. The argument provides a compelling rationale for the corporate ethics initiatives undertaken in recent years.
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Alalwsy, Abdul Wahab Abdul Fatah. "Administrative Empowerment and its Impact on Creative Thinking: A Field Study in Private Sector Banks in the Kurdistan Region." Journal of University of Human Development 1, no. 3 (August 31, 2015): 317. http://dx.doi.org/10.21928/juhd.v1n3y2015.pp317-344.

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The aim of this study is to reveals the Impact of managerial empowerment in creative thinking at the private sector banks of Kurdistan Region .the study depends on descriptive and analytical methodize using the practical manner. Study sample consists of employees in (13) banks of the private sector at Kurdistan Region, its amounted (132). a major study finding that there is a significant statistical impact and positive statistical significant correlation between managerial empowerment and creative thinking ,by its factors, Originality ,Flexibility ,Fluency, Sensitivity to the problems and the ability to analyze .
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29

Moldoveanu, Mihnea. "Thinking strategically about thinking strategically: the computational structure and dynamics of managerial problem selection and formulation." Strategic Management Journal 30, no. 7 (July 2009): 737–63. http://dx.doi.org/10.1002/smj.757.

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30

Matvieiev, V. V., O. M. Matvieieva, and T. H. Shchepina. "Behavioral Approach in Management." Business Inform 4, no. 519 (2021): 257–61. http://dx.doi.org/10.32983/2222-4459-2021-4-257-261.

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The article is aimed at researching the behavioral approach in management, studying the psychological regularities of management activities. The article proves that the behavioral approach in management is aimed at the joint interaction of economic processes and economic thinking of the subject who makes managerial decisions, or groups of subjects, taking into account the factors influencing managerial decisions of both economic and psychological nature. A study of economic thinking of the subject making managerial decisions, or groups of subjects as a structural component of economic consciousness, is presented. The essence of economic consciousness as a higher level of reflection by the subject of economic relations of economic phenomena is analyzed. It is identified that economic consciousness is closely related to economic behavior, acting as a rational basis for subjective mechanisms of such behavior. The perceptive sphere of economic behavior of the decision-making entity or groups of subjects, which is based on his or their professional experience obtained in the a posterior period, is distinguished, which becomes the basis for ensuring a higher level of efficiency of managerial decisions, a new form of economic thinking, unconscious perception in the economy. It is determined that the correct economic thinking ensures rational management of economic activity on the scale of the national economy. It is proved that the behavioral approach in management encourages to abandon the fundamental abstraction of any factors of economic relations of a non-economic nature and thereby attributing all the effect achieved by the economic system to economic relations only.
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31

Kucera, Dusan. "Religious Roots of Innovative Thinking." International Journal of Management Science and Business Administration 1, no. 12 (2015): 7–16. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.112.1001.

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The study is based on the identifying religious (spiritual) factors important for innovative thinking in entrepreneurship and management. The author uses the Weber´s inspiring perspective analyzing the capitalism through the innovative religious concepts. It means that besides philosophical, sociological and psychological aspects there are very important and powerful religious roots which have a major impact on the emergence, development, and maintenance of the economic environment, business and management. These “self-transcendent” factors are described as fundamental roots used till today in the general spiritual concepts creating the needed frame and support of innovative thinking in entrepreneurial and managerial activities looking for any “new spirit of capitalism”. Identified spiritual character of business potentials is distinguished by positive and negative spiritual (religious) factors based on world’s religions. General religious (spiritual) factors are reflected on the background of basic selected religious systems Judaism, Christianity (Protestantism, Roman Catholicism and Eastern Orthodoxy) Islam, Hinduism, Buddhism and other Asian directions. The study culminates in the discovery of religiosity of the capitalism itself. All the above-mentioned points are important contribution for better understanding of current multi-cultural and multi-religious growing trends.
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32

Gheorghiţă, Margareta. "Relaţia performanţă şcolară-gândire-inteligenţă-învăţare." Revistă de Ştiinţe Socio-Umane = Journal of Social and Human Sciences 48, no. 2 (August 21, 2021): 74–79. http://dx.doi.org/10.46727/jshs.2021.v48.i2.p74-79.

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The investigation of school performance can only be done by relating it to different psychic mechanisms, such as thinking, intelligence, school learning. In obtaining school performance, an important role is played by the teacher's identification of the cognitive structures of students' thinking in the knowledge activity. In order to make the managerial style more efficient at the class level, the teacher analyzes the factors on which the students' cognitive structures depend. It is obvious that memory and intelligence influence school success, performance. The study of learning compares changes in performance with those of the environment to establish favorable or unfavorable factors.
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33

Isenberg, D. J. "THINKING AND MANAGING: A VERBAL PROTOCOL ANALYSIS OF MANAGERIAL PROBLEM SOLVING." Academy of Management Journal 29, no. 4 (December 1, 1986): 775–88. http://dx.doi.org/10.2307/255944.

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34

Ames, Justin, James Gaskin, and Kalle Lyytinen. "Thinking Good, Feeling Bad: How Moral Attentiveness Impacts Managerial Moral Stress." Academy of Management Proceedings 2018, no. 1 (August 2018): 17785. http://dx.doi.org/10.5465/ambpp.2018.17785abstract.

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35

Isenberg, Daniel J. "Thinking and Managing: A Verbal Protocol Analysis of Managerial Problem Solving." Academy of Management Journal 29, no. 4 (December 1986): 775–88. http://dx.doi.org/10.5465/255944.

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36

Aaltola, Pasi. "Strategic thinking and accounting: Benefits and pitfalls from a managerial perspective." Academy of Management Proceedings 2016, no. 1 (January 2016): 15790. http://dx.doi.org/10.5465/ambpp.2016.15790abstract.

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37

Deslandes, Ghislain, and Kenneth Casler. "Managerial and Philosophical Intuition in the Thinking of Bergson and Mintzberg." Philosophy of Management 9, no. 1 (2010): 85–101. http://dx.doi.org/10.5840/pom20109119.

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38

Gautam, Vinayshil. "Longitudinal Thinking: A Managerial Approach to Understanding Legacy and Charting Action." NHRD Network Journal 8, no. 2 (April 2015): 1–5. http://dx.doi.org/10.1177/0974173920150201.

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39

White, Alexandra. "Thinking Like a Manager: A Participatory Exercise for Understanding Managerial Roles." Management Teaching Review 5, no. 2 (January 28, 2019): 103–14. http://dx.doi.org/10.1177/2379298119825829.

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Using the premise of a fictional earbud company, “EarWorm,” students in an introductory management course become EarWorm managers who problem-solve and make decisions about the best choices for their company. This article outlines this engaging and participatory exercise in detail. Students are able to directly connect course concepts to EarWorm’s challenges in an active model that gives them ownership over their company’s fate. Appendices to the article provide related active learning activities using the EarWorm premise, which can serve as instructional modules to help students explore key management concepts related to global business and organization design.
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40

Aaltola, Pasi. "Strategic thinking and accounting: potentials and pitfalls from a managerial perspective." Journal of Management Control 30, no. 3 (June 27, 2019): 323–51. http://dx.doi.org/10.1007/s00187-019-00285-w.

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41

Groves, Kevin, Charles Vance, and Yongsun Paik. "Linking Linear/Nonlinear Thinking Style Balance and Managerial Ethical Decision-Making." Journal of Business Ethics 80, no. 2 (May 15, 2007): 305–25. http://dx.doi.org/10.1007/s10551-007-9422-4.

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42

Usenova, A. M., and M. M. Knissarina. "CREATIVITY IN THE DEVELOPMENT OF MANAGERIAL SKILLS OF LEARNERS." BULLETIN Series of Pedagogical Sciences 66, no. 2 (August 6, 2020): 169–74. http://dx.doi.org/10.51889/2020-2.1728-5496.29.

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The article attempts to define a set of methods and means for the development of creativity as a fundamental component of the management skills of students. Analysis of literature, products of creative activity of students, results of questionnaire survey confirm the relevance of development of creativity in the structure of managerial skills of HEI students. The pedagogical experience of teachers of psychologicalpedagogical disciplines was summarized in the form of practical recommendations for the development of creative thinking of future specialists in the management aspect. It is advisable to take into account the conditions of stimulation of the development of creative thinking, methodological peculiarities of the application of creative tasks, as well as factors preventing the development of creative approach of the individual, as the manager of his own activity, to the solution of educational and life tasks. Creative tasks in the study process contribute to the development of their creativity, educational motivation, responsibility for their educational activities.
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43

Mäkinen, Heikki. "Farmers’ managerial thinking and management process effectiveness as factors of financial success on Finnish dairy farms." Agricultural and Food Science 22, no. 4 (December 18, 2013): 452–65. http://dx.doi.org/10.23986/afsci.8147.

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The objective of the study was to analyze how farmers’ managerial thinking and management process effectiveness contribute to profitability of farming. A structural equation model of these two elements of management capacity and financial performance was applied on survey data and bookkeeping results from 117 dairy farms. The model explained one-fourth of the varying profitability of sample farms. The results show that farmers’ managerial thinking is connected to farm profitability, but management process effectiveness is not. It was concluded that it is essential for good performance that the farmer has a clear vision of developing farming with business and investment plans. Successful farmers also have a firm confidence in their managerial skills, a strong emphasis on instrumental and intrinsic values, and a high appreciation of farming as occupation. They also see the farm as an entrepreneurial business unit and intend to follow the corresponding principles of management.
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Arkhipova, Svetlana, and Anastasia Shitova. "Development of leader’s managerial abilities as a criterion of professional and rank advancement." Medsestra (Nurse), no. 8 (August 18, 2020): 35–48. http://dx.doi.org/10.33920/med-05-2008-03.

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45

Khalifaeva, O. A., N. Yu Kolenkova, I. Yu Tyurina, and A. G. Fadina. "The relationship of thinking styles and academic performance of students." Education and science journal 22, no. 7 (September 7, 2020): 52–76. http://dx.doi.org/10.17853/1994-5639-2020-7-52-76.

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Introduction. In the conditions of modern Russian education, the emphasis is shifted to the ability of students to carry out non-standard professional duties and to work independently. All this leads to an increase in the number of studies to identify thinking styles in the student age.The aim of the current publication is to present the results of an empirical study focusing on identification of the relationship of thinking styles and academic performance among the students of Astrakhan State University.Methodology and research methods. In order to achieve the aim, the authors used the following research methods: Methods of Thinking Style (by A. K. Belousova), Learning Styles Questionnaire (by P. Honey, A. Mumford), Implicit Theories and Learning Goals Questionnaire (by C. Dweck), Scale of Academic Motivation (by T. O. Gordeeva, O. A. Sychev, E. N. Osin). To process the data, mathematical-statistical methods were employed: the One-Sample Kolmogorov-Smirnov Test, the Independent Samples t Test (Student Test), the Mann-Whitney U Test, the Pearson’s Correlation Coefficient, the Spearman’s Rank Correlation Coefficient. All calculations were performed using the IBM SPSS Statistics 21 computer program.Results. In the course of empirical study, 82 students of five faculties of Astrakhan State University (40 boys and 42 girls aged 20 to 23 years old) were involved. As a result of empirical research, it was revealed that an initiative style of thinking with the variable “enriched personality” has a positive correlation, and critical thinking has a positive correlation with the variable “introjected motivation” and “external motivation”. Managerial and practical thinking styles positively correlate with the variables “achievement motivation”, “growing in telligence”, “enriched personality”, “cognitive motivation”, “adoption of learning goals”.Scientific novelty. The tendency to a reliable connection of thinking styles and academic performance was revealed. A positive correlation between managerial, practical thinking styles and cognitive motivation, achievement motivation is found out. Students with proactive, practical, managerial thinking styles have an above-average academic performance.Practical significance. The materials of the publication are of practical importance for teachers and students, as the study of the stylistic peculiarities of the individuality of students directly contributes to the effectiveness of the process of skills and knowledge development.
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Hill, Kathy L., Geraldine E. Hynes, Marguerite P. Joyce, and John S. Green. "GMAT-AWA Score as a Predictor of Success in a Managerial Communication Course." Business Communication Quarterly 74, no. 2 (April 22, 2011): 103–18. http://dx.doi.org/10.1177/1080569911404052.

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Because communication skills, especially writing, are such an integral part of managerial work, it may be postulated that these skills are associated with managerial success. Yet evidence of writing competency is not universally considered for admission to MBA programs. The purpose of this study was to investigate the possible correlation between the Analytical Writing Assessment Section (AWA) of the GMAT exam and a “critical thinking” writing assignment that is similar to the AWA. Results indicate that the AWA is significantly correlated with achievement, not only on the writing assignment but also with the final grade in a managerial communication course.
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Mitchell, Andrew S., Mark Lemon, and Wim Lambrechts. "Learning from the Anthropocene: Adaptive Epistemology and Complexity in Strategic Managerial Thinking." Sustainability 12, no. 11 (May 29, 2020): 4427. http://dx.doi.org/10.3390/su12114427.

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Turbulence experienced in the business and social realms resonates with turbulence unfolding throughout the biosphere, as a process of accelerating change at the stratigraphic scale termed the Anthropocene. The Anthropocene is understood as a multi-dimensional limit point, one dimension of which concerns the limits to the lineal epistemology prevalent since the Age of the Enlightenment. This paper argues that future conditions necessitate the updating of a lineal epistemology through a transition towards resilience thinking that is both adaptive and ecosystemic. A management paradigm informed by the recognition of multiple equilibria states distinguished by thresholds, and incorporating adaptive and resilience thinking is considered. This paradigm is thought to enhance flexibility and the capacity to absorb influences without crossing thresholds into alternate stable, but less desirable, states. One consequence is that evaluations of success may change, and these changes are considered and explored as likely on-going challenges businesses must grapple with into the future.
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Farai, Ncube. "Cultural values: A conduit of shaping managerial thinking in Zimbabwes industrial relations." African Journal of History and Culture 6, no. 5 (June 30, 2014): 76–84. http://dx.doi.org/10.5897/ajhc2014.0186.

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Nazarova, P. A., and L. V. Lvov. "The modeling of the development of managerial thinking of the future managers." «Современная высшая школа инновационный аспект», no. 1 (2017): 139–51. http://dx.doi.org/10.7442/2071-9620-2017-8-1-139-151.

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Нина Сергеевна, Котова, Гельпей Елена Александровна, and Котов Григорий Сергеевич. "CRITICAL THINKING AS AN ESSENTIAL COMPETENCE FOR TRAINING TODAY`S MANAGERIAL STAFF." STATE AND MUNICIPAL MANAGEMENT SCHOLAR NOTES 1, no. 4 (December 25, 2019): 37–42. http://dx.doi.org/10.22394/2079-1690-2019-1-4-37-42.

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