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Journal articles on the topic 'Managerial'

To see the other types of publications on this topic, follow the link: Managerial.

Author: Grafiati

Published: 4 June 2021

Last updated: 31 July 2024

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1

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

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2

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

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3

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

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Research and historical development showed that market economy with social orientation is more effective than without it. Emerging from these facts, the paper is focused on the need of monitoring the social information in managerial accounting and in managerial information systems in enterprises. Since the social situation and the living standard of agriculture in the Slovak Republic are lagging behind, the above mentioned issues are documented in comparison with other branches of national economy. The method of Balanced Scorecard is characterized in brief as well as a new model of economy, called the Economy of Communion that draw attention towards the social aspect of entrepreneuring. The main spheres of social information are mentioned that are necessary for operating at the level of an enterprise and at a broader level. Measures in the field of operating and its information assurance are offered in order to improve the social situation and living standard in agriculture.

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4

Kishnani, Jyoti. "Enhancing Managerial Effectiveness & Mitigating Early-Stage Managerial Failures." International Journal of Science and Research (IJSR) 12, no. 10 (October 5, 2023): 926–29. http://dx.doi.org/10.21275/sr231011092123.

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5

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

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6

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

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7

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

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8

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

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9

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

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

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10

Smutny, Petr, Jakub Prochazka, and Martin Vaculik. "The Relationship between Managerial Skills and Managerial Effectiveness in a Managerial Simulation Game." Innovar 26, no. 62 (October 1, 2016): 11–22. http://dx.doi.org/10.15446/innovar.v26n62.59385.

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

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11

Dunn, Craig P. "Managerial Trustworthiness." Proceedings of the International Association for Business and Society 8 (1997): 127–38. http://dx.doi.org/10.5840/iabsproc1997816.

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12

Flath, David, and Charles R. Knoeber. "Managerial Shareholding." Journal of Industrial Economics 34, no. 1 (September 1985): 93. http://dx.doi.org/10.2307/2098484.

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13

Kevin Ducey. "MANAGERIAL CLASS." Antioch Review 71, no. 4 (2013): 681. http://dx.doi.org/10.7723/antiochreview.71.4.0681.

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14

Kirkpatrick, Nathan, and C. Clifton Eason. "Managerial Values." Journal of Business Ethics Education 16 (2019): 167–90. http://dx.doi.org/10.5840/jbee2019169.

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The purpose of this paper is to highlight the need for greater ethical, professional, and leadership-based education for undergraduate business students, and to offer helpful pathways for this professional preparation. This paper recommends the use of panel discussions centered around ethical and professional behavior, leadership, and related skill sets in business as one main route towards exposing students to these managerial values. A panel discussion with business leaders who value these traits can help students be exposed to impactful wisdom, advice, and personal experiences that can help shape their own careers, hearts, and minds. This paper addresses the importance of these values as they relate to business ethics education, the value of panel discussions in general, one specific panel discussion, the event’s creation, the post-event Meet and Greet, takeaways for students, related assessments, and other small related ways that panelists and guest speakers have informed ethics and professionalism in undergraduate training.

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15

Gibelman, Margaret. "Managerial Manners-." Administration in Social Work 20, no. 1 (April 29, 1996): 59–72. http://dx.doi.org/10.1300/j147v20n01_05.

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16

Perlmutter, Felice D., Ellen Netting, and Darlyne Bailey. "Managerial Tensions." Administration in Social Work 25, no. 1 (May 9, 2001): 1–16. http://dx.doi.org/10.1300/j147v25n01_01.

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17

McMahon, Christopher. "Managerial Authority." Ethics 100, no. 1 (October 1989): 33–53. http://dx.doi.org/10.1086/293143.

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18

HARTGRAVES, AL L., WAYNE J. MORSE, JAMES R. DAVIS, and Robert W. Rutledge. "Managerial Accounting." Issues in Accounting Education 25, no. 2 (May 1, 2010): 349–50. http://dx.doi.org/10.2308/iace.2010.25.2.349.

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19

Garrison, Ray H., Eric W. Noreen, Peter C. Brewer, and Annie McGowan. "Managerial Accounting." Issues in Accounting Education 25, no. 4 (November 1, 2010): 792–93. http://dx.doi.org/10.2308/iace.2010.25.4.792.

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20

ROSENBERG, NORMAN M., ATIMA CHUMPA, RAYMOND PITETTI, and SAMUEL R. REID. "Managerial dilemmas." Pediatric Emergency Care 17, no. 3 (June 2001): 208–11. http://dx.doi.org/10.1097/00006565-200106000-00015.

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21

Davidhizar, Ruth. "Managerial credibility." Nursing Administration Quarterly 13, no. 3 (1989): 17–22. http://dx.doi.org/10.1097/00006216-198901330-00006.

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22

Davidhizar, Ruth. "Managerial credibility." Nursing Administration Quarterly 13, no. 3 (1989): 17–22. http://dx.doi.org/10.1097/00006216-198913030-00006.

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23

Bertelli, Anthony M., and Laurence E. Lynn. "Managerial Responsibility." Public Administration Review 63, no. 3 (May 2003): 259–68. http://dx.doi.org/10.1111/1540-6210.00288.

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24

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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25

Eaton, Adrienne E., and Paula B. Voos. "Managerial Unionism." Labor Studies Journal 29, no. 3 (September 2004): 25–56. http://dx.doi.org/10.1177/0160449x0402900302.

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26

Meier, Kenneth J., and Laurence J. O’Toole. "Managerial Networking." Administration & Society 37, no. 5 (November 2005): 523–41. http://dx.doi.org/10.1177/0095399705277142.

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27

Trunzo, Thomas E. "Managerial Philosophy." Hospital Topics 64, no. 2 (April 1986): 2–3. http://dx.doi.org/10.1080/00185868.1986.9952415.

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28

Young, Maia J., Michael W. Morris, and Vicki M. Scherwin. "Managerial Mystique." Journal of Management 39, no. 4 (May 2, 2011): 1044–61. http://dx.doi.org/10.1177/0149206311406284.

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29

Wangrow, David B., Donald J. Schepker, and Vincent L. Barker. "Managerial Discretion." Journal of Management 41, no. 1 (October 14, 2014): 99–135. http://dx.doi.org/10.1177/0149206314554214.

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30

HOPKINS, STEPHEN J., and PETER N. CAMPBELL. "Managerial inadequacies." Nature 356, no. 6368 (April 1992): 374. http://dx.doi.org/10.1038/356374a0.

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31

Travaglione, Antonio, Brenda Scott-Ladd, Justin Hancock, and Joshua Chang. "Managerial support." Journal of General Management 43, no. 1 (September 21, 2017): 24–32. http://dx.doi.org/10.1177/0306307017723313.

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This study investigates how Australian employees perceive managerial support and the influence of union membership on their perception of managerial support using data from 4124 employed persons in Australia across a range of industry sectors. The results indicate that employee perceptions of the work environment (control over working hours, job security, pay equity and safety) influence their perceptions of managerial support, regardless of union membership. The findings imply that managers have a critical role to play in supporting the needs of employees, particularly as organizations confront the challenges posed by aging workforces, growing skill shortages and an increasingly diverse and mobile workforce. This article addresses the call for organizations to provide more support to their employees from governments and management scholars. It also addresses the issue of managers taking on greater prerogative as employee advocates in the light of declining union influence.

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32

MORRIS, S. C. ONWAY. "Managerial mediocrity." Nature 346, no. 6281 (July 1990): 213. http://dx.doi.org/10.1038/346213a0.

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33

VALEN, LEIGH M. VAN. "Managerial mediocrity." Nature 346, no. 6281 (July 1990): 213. http://dx.doi.org/10.1038/346213b0.

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34

Anthony, Mary L. "MANAGERIAL BRIEFS." Nursing Management (Springhouse) 16, no. 1 (January 1985): 24. http://dx.doi.org/10.1097/00006247-198501000-00006.

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35

Ben-David, Itzhak, John R. Graham, and Campbell R. Harvey. "Managerial Miscalibration*." Quarterly Journal of Economics 128, no. 4 (September 28, 2013): 1547–84. http://dx.doi.org/10.1093/qje/qjt023.

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Abstract Using a unique 10-year panel that includes more than 13,300 expected stock market return probability distributions, we find that executives are severely miscalibrated, producing distributions that are too narrow: realized market returns are within the executives’ 80% confidence intervals only 36% of the time. We show that executives reduce the lower bound of the forecast confidence interval during times of high market uncertainty; however, ex post miscalibration is worst during periods of high uncertainty. We also find that executives who are miscalibrated about the stock market show similar miscalibration regarding their own firms’ prospects. Finally, firms with miscalibrated executives seem to follow more aggressive corporate policies: investing more and using more debt financing.

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36

Davidhizar, Ruth E., and Joyce N. Giger. "Managerial Stroking." AORN Journal 46, no. 3 (September 1987): 492–96. http://dx.doi.org/10.1016/s0001-2092(07)66460-6.

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37

Prodhan, Bimal. "Managerial Finance." British Accounting Review 20, no. 2 (August 1988): 201. http://dx.doi.org/10.1016/0890-8389(88)90053-4.

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38

Dobbs, Ian M. "Managerial Economics." British Accounting Review 20, no. 2 (August 1988): 207–8. http://dx.doi.org/10.1016/0890-8389(88)90060-1.

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39

Wilson, Richard M. S. "Managerial accounting." British Accounting Review 21, no. 4 (December 1989): 395–96. http://dx.doi.org/10.1016/0890-8389(89)90042-5.

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40

Unwin, Will. "Managerial finance." British Accounting Review 21, no. 1 (March 1989): 106–7. http://dx.doi.org/10.1016/0890-8389(89)90087-5.

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41

Bollinger, John G. "Managerial engineering." Journal of Manufacturing Systems 5, no. 1 (January 1986): 74–76. http://dx.doi.org/10.1016/0278-6125(86)90072-5.

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42

R.N. Kanungo and S.T. Menon. "Managerial Resourcefulness." Journal of Entrepreneurship 14, no. 1 (March 2005): 39–55. http://dx.doi.org/10.1177/097135570401400103.

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43

Doğan, Selen, and Faruk Şahin. "Managerial Resourcefulness." Journal of Entrepreneurship 20, no. 2 (July 28, 2011): 249–71. http://dx.doi.org/10.1177/097135571102000205.

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44

Manion, Jo, Mary Jane Sieg, and Phyllis Watson. "Managerial Partnerships." Journal of Nursing Administration 28, no. 4 (April 1998): 47–55. http://dx.doi.org/10.1097/00005110-199804000-00010.

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45

Rapoport, Valentin Shulimovich. "Managerial Diagnosis." Soviet Education 33, no. 12 (December 1991): 8–24. http://dx.doi.org/10.2753/res1060-939333128.

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46

Cook, T. "Managerial incompetence." Physics Bulletin 37, no. 9 (September 1986): 366. http://dx.doi.org/10.1088/0031-9112/37/9/008.

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47

Fleming, Steven T. "Managerial Epidemiology." Journal of Primary Care & Community Health 4, no. 2 (January 31, 2013): 148–49. http://dx.doi.org/10.1177/2150131912475132.

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48

Rohrer, James E. "Managerial Epidemiology." Journal of Primary Care & Community Health 4, no. 2 (March 13, 2013): 82. http://dx.doi.org/10.1177/2150131913475551.

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49

Savvas, Michael. "Managerial Imagination." SAGE Open 6, no. 1 (January 25, 2016): 215824401662918. http://dx.doi.org/10.1177/2158244016629186.

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50

Sirurmath, Sangayya S. "Managerial Competency." Vikalpa: The Journal for Decision Makers 30, no. 1 (January 2005): 157–64. http://dx.doi.org/10.1177/0256090920050113.

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