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Bozkurt, F. Gamze. "Moderating Effect of Trust in Managers on the Relation between Delegation of Authority and Managers’ Perceived Social Loafing." Information Management and Business Review 4, no. 11 (November 15, 2012): 583–95. http://dx.doi.org/10.22610/imbr.v4i11.1016.
Delegation of authority is the manager’s transferral of his/her right of decision-making and implementation to subordinates. Delegation is widely acknowledged an essential element of effective management. Although delegation of authority is used as a managerial technique, employees might perceive it as either social loafing behaviour by their manager or an empowerment method. One of the purposes of the current study is to determine whether delegation of authority is perceived as a kind of social loafing behaviour or not. According to some researchers, trust affects how one interprets managers’ behaviours and the motives underlying them. If employees trust their managers, they become more positive about their managers and may even ignore some of their behaviours. Therefore, the second purpose of the current study is to investigate the moderating effect of trust on the relationship between the delegation of authority and subordinates’ perceptions of their managers’ social loafing. Data were collected from 243 employees working in a company. Hierarchical regression analysis was used to in order to measure linear and moderator effects. The results revealed that there is no relationship between the delegation of authority and perceived social loafing. Moreover, it was found that the level of trust in managers does not moderate this relationship. Interestingly, although it was not hypothesized, further analysis revealed that trust in manager is negatively related to the manager’s perceived social loafing. The implications of the study for research and practice are discussed and some suggestions are made for future research as well as the strengths and limitations of the study.
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Mehmood, Qaiser, Melvyn R. W. Hamstra, and Bert Schreurs. "Employees’ perceptions of their manager’s authentic leadership." Personnel Review 49, no. 1 (October 14, 2019): 202–14. http://dx.doi.org/10.1108/pr-03-2019-0097.
Purpose The purpose of this paper is to test whether managers’ political skill is relevant for employees’ authentic leadership perceptions. Political influence theory assumes that political tactics seek to affect others’ interpretations of a person or situation. Thus, what matters for employees’ perceptions of their manager’s authentic leadership may be whether the manager actively seeks to show behavior that can be interpreted as authentic leadership. Combining political influence theory and gender stereotypes research, it is further suggested that manager gender moderates the employees’ interpretation of political influence attempts that are ambiguous. Design/methodology/approach Managers (n=156; 49.5 percent female) completed measures of their political skill. Employees (n=427; 39.1 percent female) completed measures of the manager’s authentic leadership. Findings Managers’ apparent sincerity was positively related to employees’ perceptions of managers’ authentic leadership; managers’ networking ability was negatively related to employees’ perceptions of female managers’ authentic leadership, but not of male managers. Research limitations/implications The methodology does not allow claims about causality. Originality/value Findings add knowledge of authentic leadership, such as difficulties that female managers face, and show the value of a fine-grained approach to political skill. Female managers should be aware that networking might have disadvantageous side effects. Conversely, sincere behavior attempts seem favorable for authentic leadership perceptions.
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Kaplan, Steven E., Michael J. Petersen, and Janet A. Samuels. "Further Evidence on the Negativity Bias in Performance Evaluation: When Does the Evaluator's Perspective Matter?" Journal of Management Accounting Research 30, no. 1 (February 1, 2017): 169–84. http://dx.doi.org/10.2308/jmar-51698.
ABSTRACT In a setting involving a firm using multiple performance measures, we experimentally examine the effect of an evaluator's perspective on the relative performance evaluations of two managers. The performance outcomes of the two managers are linearly equivalent, but one manager's performance includes an equivalent number of above target and below target outcomes (e.g., the mixed manager), while the other manager's performance only includes above target outcomes (e.g., the positive manager). In this setting, we provide new evidence on the negativity bias and whether the bias is moderated based on evaluators' role and the importance of the measures with negative outcomes. Participants are assigned to the role of the supervisor, the mixed manager, or the positive manager and asked to evaluate each manager's performance. We predict and find that participants in all three roles exhibit the negativity bias. In addition, we predict that the strength of the negativity bias exhibited by mixed or positive managers relative to the supervisor's negativity bias depends on whether the measures with negative outcomes are more or less important. As expected, we find that when negative outcomes involve less important measures, the relative performance evaluations of mixed (positive) managers are similar to (differ from) those of supervisors. In contrast, when negative outcomes involve more important measures, the relative performance evaluations of positive (mixed) managers are similar to (differ from) supervisors. Understanding whether and when managers' relative performance evaluations differ from their supervisors is important, in part, because conflicts and potentially dysfunctional behavior are likely to arise when their relative performance evaluations differ.
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Thue, David, Vadim Bulitko, and Howard Hamilton. "Implementation Cost and Efficiency for AI Experience Managers." Proceedings of the AAAI Conference on Artificial Intelligence and Interactive Digital Entertainment 9, no. 4 (June 30, 2021): 97–100. http://dx.doi.org/10.1609/aiide.v9i4.12631.
The study of Artificial Intelligence (AI) experience managers seeks to create software agents that can support compelling, interactive user experiences without needing any online guidance from human experts. Evaluating the utility of such AI managers is important in both academia and industry, both for measuring our progress in the field and for estimating a given manager's practical viability. While several methods have been studied that evaluate a manager's effectiveness, relatively few have explored the question of how costly a manager might be to implement in practice. We explore the latter question in this paper, presenting a formal way to estimate the cost of implementing an AI experience manager at scale.
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von Bieberstein, Frauke, Ann-Kathrin Crede, Andrea Essl, and Andreas Hack. "Signaling and Stakeholder Honesty: On the Individual and Combined Effects of Owner Family Membership and Religious Affiliation." Family Business Review 33, no. 3 (May 25, 2020): 265–83. http://dx.doi.org/10.1177/0894486520924301.
Stakeholder honesty is highly important for managers, for instance, in decisions involving hiring. Due to reciprocity, stakeholders are more likely to be honest if the managers act honestly themselves. However, external stakeholders often cannot observe managers’ actions and instead have to rely on signals. This article examines the effects of two signals—a manager’s owner family membership and religious affiliation—on stakeholder honesty. By conducting an economic experiment and a survey, we find that stakeholders behave more honestly toward family managers compared to nonfamily managers. This effect is reinforced if the family manager is presented as religious.
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Padgurskytė, Vaida, and Daiva Malinauskienė. "THE EVALUATION OF MANAGERIAL ACTIVITY OF EDUCATION INSTITUTION MANAGERS." ŠVIETIMAS: POLITIKA, VADYBA, KOKYBĖ / EDUCATION POLICY, MANAGEMENT AND QUALITY 12, no. 1 (July 15, 2020): 20–33. http://dx.doi.org/10.48127/spvk-epmq/20.12.20.
Activity evaluation questions of education institution managers have been and are the focus of attention of education policy strategists not for one year already. Seeking concrete changes in Lithuanian education system, quite a lot of political decisions were legislated in the latter years, which became very important for the education institution managers’ activity and its evaluation. This increased not only delegated responsibilities for the managers, but also foresaw bigger accountability for every year cadence. A written survey was carried out for the data collection of the managerial activity evaluation of the managers. 11 education institution managers from Vilnius, Šiauliai, Panevėžys districts, who work in general education schools and pre-school education institutions, participated in the research. The respondents differ in the aspect of gender and age, have different managerial work experience according to length. Since every manager’s experience was analysed as an individual case, their demographic characteristics did not have influence on the results. A carried out qualitative data content analysis allows asserting that the respondents justify school community expectations, which are to see managers – leaders, who evaluate their managerial activity as successful. However, there happen to be difficulties in the activity of managers as well. Prior to becoming an education institution manager, many of them face competency assessment difficulties, which is a national problem in education sector, requiring clearer decisions for many years. Being an education institution manager, one has also to face internal, external and personal difficulties: lack of bilateral trust, lack of managerial experience, managerial stereotypes, community split and other mentoring activities, which are not the primary functions of a manager, however, become an inseparable part of manager’s activity. Keywords: education institution, education institution manager, managerial activity evaluation.
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Zhu, Hang, Chao C. Chen, Xinchun Li, and Yinghui Zhou. "From Personal Relationship to Psychological Ownership: The Importance of Manager–Owner Relationship Closeness in Family Businesses." Management and Organization Review 9, no. 2 (July 2013): 295–318. http://dx.doi.org/10.1111/more.12001.
AbstractIntegrating theories of psychological ownership and stewardship, and taking a relational perspective, we examine key antecedents and outcomes of professional managers' psychological ownership in Chinese owner-managed family businesses. We tested the model using a survey of 166 Chinese professional managers (one from each of 166 family businesses). We find that owner–manager relationship closeness at work mediates the effect of both the owner's benevolent leadership and owner–manager friendship ties on the manager's psychological ownership. Psychological ownership, in turn, is positively related to the manager's intention to stay and to stewardship behaviour. Theoretical and practical implications are discussed.
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Shurrab, Mohammed, Ghaleb Abbasi, and Razan Al Khazaleh. "Evaluating the effect of motivational dimensions on the construction project managers in Jordan." Engineering, Construction and Architectural Management 25, no. 3 (April 16, 2018): 412–24. http://dx.doi.org/10.1108/ecam-01-2017-0001.
Purpose Construction organizations and companies are concerned with the motivational factors of the project managers that influence the project success. Therefore, the purpose of this paper is to use a questionnaire based on five Likert-scales to identify and investigate the importance of the motivational dimensions on the construction project managers in Jordan Design/methodology/approach Therefore, this study aims at using a questionnaire based on five Likert-scales to identify and investigate the importance of the motivational dimensions on the construction project managers in Jordan. The six motivational dimensions were interpersonal interaction, task, general working conditions, empowerment, personal development, and compensation. Hypotheses testing were also developed to study the influence of both the characteristics of the project manager and the characteristic of the project on the motivational dimensions. Findings The results showed that the construction project managers in Jordan were motivated more by compensation and personal development. Moreover, the level of education for the project manager was positively related to the motivation by task. It was also noticed that the project manager, who had higher experience, was motivated more by empowerment. The study is valuable in providing important information for the construction organizations in Jordan to actively influence the construction project managers’ motivation. Originality/value The urgent needs for increasing project managers’ motivation is the major concern for organizations and companies. Increasing the project managers’ motivation has a major influence on increasing the project success rate and productivity. Construction sector is typically country’s most important asset economically and socially. Currently, no studies were shown to investigate the construction project manager’s motivation in Jordan. This study is, therefore, aims to evaluate the factors that influence the construction project manager’s motivation in Jordan based on content and process motivational theories’ perspectives. This research also utilizes the motivational factors instrument to test its validity in Jordan construction sector.
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Gilfix, Zach, James Meyerson, and Vittorio Addona. "Longevity differences in the tenures of American and foreign Major League Soccer managers." Journal of Quantitative Analysis in Sports 16, no. 1 (March 26, 2020): 17–26. http://dx.doi.org/10.1515/jqas-2019-0048.
AbstractWe examine correlates of tenure length for professional soccer managers. Using 521 managers from Major League Soccer (MLS), Spain’s La Liga, and the English Premier League (EPL) whose tenures occurred between 2000 and 2015, we assess the association between both performance-related and non-performance variables, and manager duration. Performance variables include measures of a team’s ranking (or position) and relegation/promotion indicators. Non-performance variables include manager nationality and age, the timing of a manager’s hire, and the team’s wage bill. We employ survival analytic methods, including Cox’s proportional hazards model, to explore the effects of fixed and time-dependent covariates on coach tenure length. We find that La Liga managers have shorter survival, as do managers who were older when they were hired. Furthermore, finishing with a better ranking and, more importantly, improving on previous team performance yields longer survival. Most strikingly, however, we find a significant disparity in the comparison of domestic and foreign managers within a league. While the difference in longevity between domestic and foreign managers in La Liga and the EPL was minimal, American managers in MLS survived significantly longer than their foreign peers.
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Cianci, Anna M., Steven E. Kaplan, and Janet A. Samuels. "The Moderating Effects of the Incentive System and Performance Measure on Managers' and Their Superiors' Expectations about the Manager's Effort." Behavioral Research in Accounting 25, no. 1 (August 1, 2012): 115–34. http://dx.doi.org/10.2308/bria-50290.
ABSTRACT: The current study experimentally examines effort expectations (i.e., planned hours) for a manager made by participants in the role of the manager or the manager's superior. The experiment also manipulates the type of incentive system (i.e., bonus based on either strategic or all measures) and the type of performance measure (i.e., strategic or general). We predict and find that the participants in the manager role engage in self-enhancement (e.g., Pfeffer and Fong 2005; Sedikides and Gregg 2008). Specifically, the total hours that managers planned to work were more than the total hours their superiors expected the manager to work. We also find that both the type of incentive system and the type of performance measure moderate managers' tendency to engage in self-enhancement. Compared to a strategic incentive system, managers' self-enhancement was diminished under a comprehensive incentive system. Further, participants in the manager role engage in self-enhancement for planned strategic hours but not for planned general hours. Data Availability: Available upon request.
Halvorsen, Marit G. "Coaching managers : A Q methodological study of managers’ subjective experience of being coaching managers." Thesis, Norges teknisk-naturvitenskapelige universitet, Institutt for voksnes læring og rådgivningsvitenskap, 2013. http://urn.kb.se/resolve?urn=urn:nbn:no:ntnu:diva-23175.
The aim of this study is to explore managers’ subjective experience of having a coaching approach to management. This has been researched through a Q methodological approach where 18 participants sorted a sample of 36 statements based on their subjective experience. These statements were prepared on the basis of a research design which included how managers perceive their role as both manager and coach, how they relate to a focus on process and product, and how they experience the relational quality to their employees. Four factors were identified through the factor analysis, and represents different views or experiences of coaching management. Factor 1 experiences coaching as a natural part of their role as managers and find that coaching promote results, learning and growth through reciprocal relations. Factor 2 does not seem to recognize coaching as a central role or management style, and emphasizes independence and autonomy as essential for efficiency and success. Factor 3 experiences that coaching management is primarily about being supportive. They also find that the position as manager brings with it a certain authority. Factor 4 has a results oriented focus and considers shared control as central to promote cooperation. These findings are discussed in relation to two models that show different ways of understanding the experience of being a coaching manager. The theoretical frame includes polarity management, situational leadership and transformational change. The results show that coaching management entails contradictory aspects that the factors relate to differently. What is perceived as polarities also varies. The thesis further addresses how the development of a coaching approach to management can be seen as an integration of polarities through transformational learning.
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Hale, Patricia. "Manager Training: Professional Development Content for New and Newly Promoted Managers." Ohio University Honors Tutorial College / OhioLINK, 2016. http://rave.ohiolink.edu/etdc/view?acc_num=ouhonors1461322913.
Bursey, Jacqueline Ann. "Resources Available to Managers to Manage Employees through Mergers." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4427.
The failure rate of mergers is high, with the greatest effects being felt by the employees. Company mergers result in managers burdened with extra responsibilities that often result in poor people integration management of employees. A gap in literature exists regarding people integration resources available to managers during mergers. The purpose of this phenomenological, descriptive study was to explore resources managers perceive to have available to assist with managing employees through a merger. Greenleaf's servant leadership and Herzberg's 2 factor theories were used as the study's conceptual foundation. The research questions explored managers' perceptions of the range of resources available to assist with managing employees during a merger. The snowball sampling method was used to select a sample of 14 participants for individual semi structured interviews. The target population was managers who directly managed employees during a merger while working for a North American company. The qualitative data were collected, coded, and then analyzed for themes. The key findings were that while managers perceived they were not provided resources, managers' personal experiences along with resources such as human resource personnel and other managers' expertise were used as great resources. Open communication and information exchange were critical between the manager and the employees during the merger. Managers should focus on their soft skills when they engage with the employees. Implications for positive social change include employee satisfaction and engagement, employee retention, customer satisfaction, along with business growth and development in the global market.
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Adams, Brent Michael, and Thi Bich Van Tran. "Project Manager Competencies in managing International Development Projects : The Project Managers' Perspective." Thesis, Umeå universitet, Företagsekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-130986.
This research studies the competencies of International Development (ID) project managers from their perspectives, taking into consideration the contextual factors and the challenges that they face when managing ID projects. The study adopts a constructionist ontological viewpoint and an interpretivist epistemological philosophical assumption. The nature of the research is exploratory with an inductive approach, using qualitative research method. The data was collected through semi-structured interviews with experienced project managers in International Development projects. Template analysis strategy was used to analyse the data. The findings show that contextual factors have a significant influence on the challenges that ID project managers face when managing projects. Contextual factors are operating environment, large network of stakeholders and intangible goals of ID projects. Five challenges were identified as the results of the context, namely stakeholder management challenge, beneficiary needs analysis challenge, the challenge of balancing strategic and operational views, capacity building and training challenge and sustainable funding challenge. To overcome these challenges, seven ID project manager competencies were identified management skills, personal qualities, interpersonal skills, stakeholder engagement skills, capacity building skills, and change management skills. These competencies are found to be interrelated and complementary. While the role and responsibilities of ID project managers were also uncovered during the research, the findings on contextual factors, challenges and competencies help to better understand the ID project manager role and responsibilities. This study makes the contributions from both theoretical and practical point of view. With regards to theoretical contribution, our findings expanded on ID project manager competencies as well as relating them to the context and challenges in ID projects. The role and responsibilities of ID project manager is another theoretical contribution in this study. From a practical point of view, this thesis’s findings would be useful for various organizations who deliver ID projects, particularly human resources management. In addition, it can act as knowledge sharing with ID project managers and help in designing and enhancing educational programmes in ID project management. Overall, this could result in better delivery and overcoming the challenges of International Development projects.
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Sharma, Surinder Paul. "U.S. Government Program Managers' Competencies to Manage Satellite Acquisition Programs." Thesis, Northcentral University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10603364.
U.S. government satellite acquisition programs have continually experienced large cost overruns, schedule delays, technology development problems, and performance shortfalls, which can potentially affect national security as well as the health and safety of civilians. Government program managers play a significant role in achieving organizational objectives through the acquisition life cycle of major U.S. government programs. Prior researchers have explored the importance of program managers’ competencies. Other researchers have identified key competencies of project managers to lead and manage the projects successfully in the aerospace industry. However, not enough research was conducted to assess the U.S. government program managers’ competencies to manage complex and challenging satellite acquisition programs in combination of other program context factors above and beyond program managers’ competencies, which could moderate and affect overall program success. The purpose of this quantitative, non-experimental survey research study was to examine the relationship and importance of U.S. government program managers’ perceived hard and soft competencies needed to achieve overall program success in managing major satellite acquisition programs. Additionally, the researcher examined how the program context factors moderated the relationship between program managers’ competencies and overall program success. A web-based survey, targeting aerospace and defense professionals garnered 104 valid responses. Utilizing the competency theory framework, multiple linear regression, chi-square goodness-of-fit, and hierarchical multiple regression tests were used to analyze the study data. The survey results revealed that program managers’ both hard and soft competencies predicted overall program success, F(2, 101) = 4.085, p = .020, R2 = .075. Program managers’ soft competencies were found to be somewhat more important than hard competencies in achieving overall program success, χ 2(4) = 29.3, p < .001. Of the four program context factors, resource availability positively moderated the relationship between program managers’ soft competencies and overall program success, F(10, 93) = 2.116, p = .031, R 2 = .185. A future hypothesis-based study may be conducted for other major U.S. government defense programs or private sector programs, which may provide insight to senior management leaders into matching of program managers’ competencies to specific program contexts and program types. A qualitative study to identify the causal reasons for unsuccessful U.S. space acquisitions program outcomes may provide in-depth personal and professional perspectives of other program context factors, which may influence overall program success.
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Arndt, Tim. "Manager-of-Managers-Verträge : Outsourcing im Rahmen individueller Finanzportfolioverwaltung durch Kredit- und Finanzdienstleistungsinstitute /." Sternenfels : Verl. Wiss. und Praxis, 2004. http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&doc_number=013114420&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA.
Beattie, Rona S. "Developmental managers : line managers as facilitators of workplace learning in voluntary organisations." Thesis, University of Glasgow, 2002. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.249921.
Pate, Steven Shane. "The new deal for city management : a principal-agent theory policy analysis /." Read thesis online, 2007. http://library.uco.edu/UCOthesis/PateSS2007.pdf.
Ellis, Matthew Paul. "The Contemporary Australian Emergency Manager: An examination of the demographics, qualifications, training, education, experience, knowledge, competence and confidence of Australian emergency management practitioners." Thesis, University of Sydney, 2020. https://hdl.handle.net/2123/23151.
An increase in the number and type of disasters has seen a steady rise in human and financial losses to various communities in Australia. In response to these hazards, during the 1950s many communities implemented civil defence programs. These programs have evolved into technically complex emergency/disaster management disciplines, which are often supported by emergency/disaster managers. In Australia, there are various types of industries that employ emergency managers including business, and various levels of government. There is a paucity of research into the emergency manager and the individuals who fill this role in Australia. To fulfil this fundamental gap, this thesis examines the qualifications, training, knowledge, competence and confidence of emergency managers across Australia. It reviews the existing literature and then compares this through the triangulation of interviews, surveys, job advertisements, legislation and recent disaster reports. The findings from this study indicate that the role of the emergency manager within Australia lacks social cohesion, identity and governance. Underlying these factors are several key issues that include lack of support, financial and physical resources, time restrictions, apathy, industry–specific tertiary qualifications and misunderstandings of the role that often includes emergency services and response as synonyms. Furthermore, it revealed a lack of engagement by organisations to include appropriately qualified emergency managers in the development of key materials, including job advertisement, legislation, and disaster reports. All of which can act as barriers to effective disaster risk reduction and increase costs to communities. Despite the growth and complexity of the emergency manager’s role, there are currently no standards or qualifications required for this position.
Davis, Brian L. Successful manager's handbook: Development suggestions for todayʼs managers. Minneapolis, Minn: Personnel Decisions International, 1996.
Gregory, Keith D. "Managers." In Programming with Motif™, 57–106. New York, NY: Springer New York, 1992. http://dx.doi.org/10.1007/978-1-4612-2954-4_6.
Glynn, Stephen. "Managers." In The British Football Film, 73–86. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-77727-6_4.
Rothwell, William “Bo.” "Geometry Managers." In Pro Perl Programming, 295–318. Berkeley, CA: Apress, 2020. http://dx.doi.org/10.1007/978-1-4842-5605-3_12.
Guller, Mohammed. "Cluster Managers." In Big Data Analytics with Spark, 231–42. Berkeley, CA: Apress, 2015. http://dx.doi.org/10.1007/978-1-4842-0964-6_10.
Meyer, Kyle P., and Janet M. Guthmiller. "Managing Managers." In Management and Leadership Skills for Medical Faculty and Healthcare Executives, 111–20. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-45425-8_12.
Whalley, I., A. Tantawi, M. Steinder, M. Spreitzer, G. Pacifici, and D. M. Chess. "Experience with Collaborating Managers: Node Group Manager and Provisioning Manager." In Proceedings. Second International Conference on Autonomic Computing. IEEE, 2005. http://dx.doi.org/10.1109/icac.2005.28.
Dinca, Laura. "CROSS-FUNCTIONAL MANAGERS VERSUS CLASSICAL MANAGERS." In 2nd International Multidisciplinary Scientific Conference on Social Sciences and Arts SGEM2015. Stef92 Technology, 2015. http://dx.doi.org/10.5593/sgemsocial2015/b22/s7.085.
Katayama, Yoshiyuki, Takeo Kondo, Kazukiyo Yamamoto, Shuta Watanabe, Bungo Okuzawa, Kouta Tamura, and Kazuya Egami. "Assessment of Designated Managers of Public Marinas From the Viewpoint of User’s Convenience." In ASME 2009 28th International Conference on Ocean, Offshore and Arctic Engineering. ASMEDC, 2009. http://dx.doi.org/10.1115/omae2009-79827.
Coastal spaces (including land areas and sea areas) in Japan are managed by the state or local governments, and their private use by individuals was not allowed unless contribution to public interest was ensured. Since the Designated Manager System for public facilities was established in 2003, management of an increasing number of public facilities based on the Local Autonomy Laws has been consigned to private sectors (called “designated managers”) nominated through the decisions of the local councils, rather than to public bodies based on the conventional “Management Commission System.” Regarding marinas including land areas and sea areas, we conducted a comparative analysis of their convenience, comfort, serviceability, and so forth before and after introduction of the Designated Manager System from the viewpoint of marina users to discuss how the private sector should manage coastal regions.
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Danis, Catalina, Wendy A. Kellogg, Tessa Lau, Mark Dredze, Jeffrey Stylos, and Nicholas Kushmerick. "Managers' email." In CHI '05 extended abstracts. New York, New York, USA: ACM Press, 2005. http://dx.doi.org/10.1145/1056808.1056907.
Gyory, Joshua T., Nicolás F. Soria Zurita, Jay D. Martin, Corey M. Balon, Christopher McComb, Kenneth Kotovsky, and Jonathan Cagan. "A Real-Time Artificial Intelligence Process Manager for Engineering Design." In ASME 2022 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2022. http://dx.doi.org/10.1115/detc2022-88609.
Abstract Managing the design process of teams has been shown to considerably improve problem-solving behaviors and resulting final outcomes. Automating this activity presents significant opportunities in delivering interventions that dynamically adapt to the state of a team to reap the most impact. In this work, an Artificial Intelligence (AI) agent is created to manage the design process of engineering teams in real time, tracking features of teams’ actions and communications during a complex design and path-planning task with multidisciplinary team members. Teams are also placed under the guidance of human process managers for comparison. Regarding outcomes, teams perform equally as well under both types of management, with trends towards even superior performance from the AI-managed teams. The managers’ intervention strategies and team perceptions of those strategies are also explored, illuminating some intriguing similarities. Both the AI and human process managers focus largely on communication-based interventions, though differences start to emerge in the distribution of interventions across team roles. Furthermore, team members perceive the interventions from the both the AI and human manager as equally relevant and helpful and believe the AI agent to be just as sensitive to the needs of the team. Thus, the overall results show that the AI manager agent introduced in this work matches the capabilities of humans, showing potential in automating the management of a complex design process.
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Ņikitina, Tatjana, and Inga Lapiņa. "THE CONCEPT OF MANAGER: CRITICAL ANALYSIS AND COMPETENCIES REQUIRED." In Business and Management 2018. VGTU Technika, 2018. http://dx.doi.org/10.3846/bm.2018.27.
The aim of the research is to analyse manager’s competence groups, a manager role in modern enter-prise and clarify what competences are required for managers in knowledge intensive business service (KIBS) organizations. Authors assumed that natural changes in the external environment lead to ap-pearance and development of new managerial activities and competences or manifestation of a cer-tain set of competencies. Previous researchers reveal that new context of teams that are diversified in terms of locations, disciplines and social groups require managers to act differently. Other researchers emphasize acceleration of technological novelties and presence of new organizational forms such as small and medium enterprises (SMEs) also creates new operational processes and managerial activi-ties. Business society and labor market expect a professional who acts in different roles of entrepre-neur, leader, and manager simultaneously. The authors conducted literature overview and identified ten leading competencies that are necessary for a manager in KIBS.
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Mardon, Irene, and Carrie Hamilton. "0085 Helping Managers Manage: Simulation Is Critical To Success." In Association for Simulated Practice in Healthcare Annual Conference 11–13 November 2014 Abstracts. The Association for Simulated Practice in Healthcare, 2014. http://dx.doi.org/10.1136/bmjstel-2014-000002.14.
Stirling, Gunn, and Ka˚re Ho̸gmoen. "Assisting Project Managers to Manage Risk by Planned Verification." In 2010 8th International Pipeline Conference. ASMEDC, 2010. http://dx.doi.org/10.1115/ipc2010-31497.
Operators of large and complex pipeline systems face numerous risks and verification is a means to manage risk. Important factors to be considered when selecting a verification strategy are; legislative requirements and expectations, contracting philosophy, interface management, communication strategy, project technical challenges and quality assurance philosophy. To assist project managers in planning and communicating the verification strategy, a standardized three tiered verification scope is described.
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CAVER, TROY. "Engineers as managers." In Space Programs and Technologies Conference. Reston, Virigina: American Institute of Aeronautics and Astronautics, 1990. http://dx.doi.org/10.2514/6.1990-3734.
Gabourel, Kimberlee. Commuter Choice Managers and Parking Managers Coordination. Tampa, FL: University of South Florida, November 2002. http://dx.doi.org/10.5038/cutr-nctr-rr-2002-22.
Li, Zhiwei, Warren He, Devdatta Akhawa, and Dawn Song. The Emperor's New Password Manager: Security Analysis of Web-based Password Managers. Fort Belvoir, VA: Defense Technical Information Center, July 2014. http://dx.doi.org/10.21236/ada614474.
Van Velsor, Ellen, and Martha Hughes-James. Gender differences in the development of managers: How women managers learn from experience. Center for Creative Leadership, 1990. http://dx.doi.org/10.35613/ccl.1990.1096.
Bahnmaier, William W. Scheduling Guide for Program Managers. Fort Belvoir, VA: Defense Technical Information Center, October 2001. http://dx.doi.org/10.21236/ada606330.
Bandiera, Oriana, Andrea Prat, Luigi Guiso, and Raffaella Sadun. Matching Firms, Managers and Incentives. Cambridge, MA: National Bureau of Economic Research, January 2011. http://dx.doi.org/10.3386/w16691.
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