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Academic literature on the topic 'Managers’ use of power'

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Published: 4 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "Managers’ use of power"

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McCracken, Susan, Steven E. Salterio, and Regan N. Schmidt. "Do Managers Intend to Use the Same Negotiation Strategies as Partners?" Behavioral Research in Accounting 23, no. 1 (January 1, 2011): 131–60. http://dx.doi.org/10.2308/bria.2011.23.1.131.

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ABSTRACT: Most auditor client management (ACM) negotiations occur between partners and client management; however, managers also attempt to resolve issues with client management. Given that ACM negotiation impacts the financial statements, an understanding of whether the intended negotiation strategies of partners and managers differ is important. A key feature of the ACM setting is that partners have more power/status and experience than managers. Prior research provides conflicting predictions about the use of integrative strategies based on experience or power/status. Our results, consistent with the power/status hypothesis, demonstrate managers are more likely than partners to intend to use integrative strategies. Conversely, research on distributive strategies provides similar predictions for partner/manager strategy usage for experience and power/status. We find partners are more likely to intend to use the contending strategy and managers are more likely to intend to use the compromising and concessionary strategies. However, these findings are dependent on accounting context.
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Henderson, Melinda C. "Measuring Managerial Motivation: The Power Management Inventory." Journal of Nursing Measurement 1, no. 1 (January 1993): 67–80. http://dx.doi.org/10.1891/1061-3749.1.1.67.

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Psychometric properties for Part I ofhe Power Management Inventory (Hawker & Hall, 1981) are presented following validation of the instrument with samples of nurse managers (N=54) and executives (N=92). The content validity indices were .85 for management issues (item stems), .65 for Personalized Power (PP), .75 for Socialized Power (SP), and .70 for Affiliative Motive (AM) scales. Internal consistency reliabilities were acceptable (.63 to .87). Test-Retest correlations (n = 19 managers) ranged from .74 to .85. Correlation of nurse manager (n = 50) scores with subordinate scores of managers were significant (p < .05) for PP (r = .32) and AM (r = .29). Correlation of nurse executive (n = 59) scores with chief executive officer scores of executives were significant for PP (r = .32, p < .01) and AM (r=.25,p< .05). Mean scores on PP, SP and AM failed to profile the motive pattern for “successful” managers. About 29% of the managers and 39% of the executives were categorized as having no power motive preference. Use of the PMI for career counseling/decisions in nursing is not recommended, however, its use as an organizational development tool is endorsed.
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Patterson, Eileen, Sara Branch, Michelle Barker, and Sheryl Ramsay. "Playing with power." Qualitative Research in Organizations and Management: An International Journal 13, no. 1 (March 12, 2018): 32–52. http://dx.doi.org/10.1108/qrom-10-2016-1441.

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Purpose The purpose of this paper is to investigate the use of power in cases of upwards bullying by examining the bases of power that staff members use, and how these bases create power imbalances. Design/methodology/approach Qualitative, semi-structured interviews were conducted with six managers from several organisations. After completion of each interview, verbatim transcripts were created and examined using NVivo, allowing in-depth thematic analysis. The broad coding schema, developed through a review of the literature, was refined as analysis progressed. Findings Three major themes emerged: a loss of legitimate power, coercive power, and structural power. The findings suggest a “power cycle” exists in upwards bullying episodes, which is presented diagrammatically. Discussion focusses on the processes that commence with a decrease or loss of a manager’s legitimate power, associated with a lack of organisational support, and staff members’ perceptions of illegitimacy. Managers indicated vulnerability to inappropriate behaviours by staff members, and the potential for greater power imbalances to build due to these behaviours triggering a feedback mechanism, with managers experiencing a further loss of legitimate power. Originality/value The study recommends that research into the perspectives of staff members (such as alleged perpetrators) can further strengthen our understanding of the use of power in workplace bullying, and in upwards bullying in particular. Given the applicability of the outcomes of this research to our understanding of workplace bullying, such theory development can also foster practical approaches to addressing workplace bullying within organisations. Understanding the nature of power within workplace bullying processes can inform organisational strategies to disrupt the cycle of inappropriate behaviours, upwards and otherwise.
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Yin, Huaxiang. "Can Employees Exercise Control Over Managers? The Role of the Employees' Knowledge of Manager Behavior and Manager Discretion." Accounting Review 96, no. 5 (February 5, 2021): 365–88. http://dx.doi.org/10.2308/tar-2015-0219.

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ABSTRACT I investigate whether organizations can use the “power of the employee” to reduce managers' opportunistic behavior toward others. I predict that revealing this behavior to employees makes managers less inclined to act opportunistically. Employees' knowledge has a stronger impact on reducing managers' opportunistic behavior when managers have discretion over employee rewards versus when they do not. I further predict that the effect of employee-based control depends on whether managers are other-interested versus self-interested. Revealing manager actions alone is sufficient to reduce other-interested managers' opportunism, even when they lack discretion over employee rewards. Revealing manager actions alone has no discernible influence on self-interested managers' opportunism, but pairing this action with granting them discretion over employee compensation does reduce their opportunism. Results of two experiments support my predictions, and these results have important implications. By relying on the power of the employee, organizations can induce (even selfish) managers to act less opportunistically. JEL Classifications: C91; D83; M40.
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Leon Rohr, Samuel. "Harnessing the power of the job description." Human Resource Management International Digest 24, no. 6 (August 8, 2016): 8–11. http://dx.doi.org/10.1108/hrmid-09-2015-0143.

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Purpose The purpose of this paper is to show managers can effectively utilize a job description throughout an employee's tenure. Typically, a job description is used in the hiring process. However, a job description can be utilized in recruiting and selection, compensation, evaluation, training and development, health and safety, and succession planning. Design/methodology/approach The author approached the use of a job description from a manager’s perspective. Using both existing literature and conceptual usage of a job description, the author provides a potential use of a job description to improve the human resource competitiveness of an organization. Findings If utilized throughout the life of employment, a job description is a powerful tool that can aid managers. Managers have a road map that can help them with their duties of planning, leading, organizing, controlling and staffing. With a road map, the complexities of management become easier. Research Limitations/implications The limitations involve actual data that prove the effectiveness of the job description. Most of the information provided in the article is theoretical but potentially provides practical information for practitioners. Practical implications The article provides a practical application of the use of a job description. The information provided can be utilized immediately by practitioners. Specifically, inexperienced managers can use the job description as a road map for supervising an employee through the employment relationship. Social implications Unfortunately, there are very little social implications. However, whenever organizations can improve their relationships with their employees, society will surely benefit. Originality/value The article presented involves pieces of previous works, but to date, the author could not find another example of the total use of the job description through the employment relationship. Therefore, it appears to be very original in application.
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Keszey, Tamara, and Wim Biemans. "Trust in marketing’s use of information from sales: the moderating role of power." Journal of Business & Industrial Marketing 32, no. 2 (March 6, 2017): 258–73. http://dx.doi.org/10.1108/jbim-09-2015-0169.

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Purpose This paper aims to improve marketing managers’ use of information from sales. The authors propose and empirically test the link between cross-functional trust and marketing’s use of information from sales, and whether this effect is contingent on marketing’s power within the firm. Design/methodology/approach Cross-sectional survey data were collected from 338 large-scale Hungarian firms. Structural equation modeling and bootstrap procedures were used to test the hypotheses. Findings The effect of cross-functional trust on marketing managers’ use of sales information is fully mediated by sales–marketing integration and marketing’s perception of information quality. However, the power of marketing within the firm moderates this mediating relationship. Research limitations/implications This paper provides empirical evidence concerning the mediating mechanisms of transferring cross-functional trust to marketing’s successful use of information from sales. The findings imply that cross-functional trust can improve marketing managers’ use of sales information of firms with powerful marketing units by facilitating integration, whereas it can improve the use of sales information of firms with low marketing power by improving marketing managers’ perception of information quality from sales. Originality/value This is the first study that models and empirically investigates marketing managers’ use of information collected by sales. The current study conceptually links and advances extant knowledge on the literatures on the sales–marketing interface and utilization of market information at the individual level and increases the understanding of how cross-functional trust contributes to information use under different contingencies of marketing power.
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Arize, Augustine C., Scott Liu, Solomon Nyaanga, and John Malindretos. "Relationships between Managerial Power Orientation and Unit Cohesiveness: Implications for R&D Management at NASA." International Journal of Business Administration 8, no. 6 (September 13, 2017): 36. http://dx.doi.org/10.5430/ijba.v8n6p36.

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This study examines relationships between managers’ self and subordinate ratings of controlling and power sharing on their units' perceptions of intra-group and inter­unit cohesiveness. Four hundred and forty-five NASA middle managers and 1795 of their subordinates completed a 122 item survey of management practices and group climate. Results indicate that managers who use both controlling and power sharing behavior have more cohesive units than managers who use only one orientation. Unit cohesiveness was greater when managers’ self-ratings were consistent with their subordinates' ratings.
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Casey, Rionach, and Chris Allen. "Social Housing Managers and the Performance Ethos." Work, Employment and Society 18, no. 2 (June 2004): 395–412. http://dx.doi.org/10.1177/09500172004042775.

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In sociology, ‘the professional project’ is understood as a collective endeavour of occupational groups that only succeeds if those groups possess, and control access to, a unique stock of knowledge. Urban sociologists have been critical of public housing managers’ collective endeavours to present themselves as a profession because they use generic knowledge and common sense in their work. They also argue that ‘the professional project’ of housing management is being further under-mined by the ‘performance ethos’, since this now allows service managers to exert even more control over what public housing managers do and thus de-skills them even more. Our argument is that this analysis of the impact of the performance ethos is based on a conceptually limiting view of power as a repressive force that enforces ‘blanket restrictions’ on group activity, i.e. what professional groups are free to do. Conversely, we adopt a Foucauldian view of power because it better explains our research findings. Foucault suggests that power does not simply repress group activity. Power is also appropriated by individuals who use it to redefine themselves, e.g. who and what they are. We draw on our empirical data to show how individual housing managers were appropriating the performance culture in productive ways to achieve their own individual ends (i.e. to ‘work on’ their professional selves so as to re-define themselves and thus their individual claim to professional status). We use this analysis to argue that an individualized (as opposed to collective) ‘professional project of the self’ is emerging in housing management that has not yet been adequately captured in the sociological literature.
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Geszler, Nikolett. "Agency and Capabilities in Managerial Positions: Hungarian Fathers’ Use of Workplace Flexibility." Social Inclusion 8, no. 4 (October 9, 2020): 61–71. http://dx.doi.org/10.17645/si.v8i4.2969.

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This article analyses the agency freedom of manager fathers in Hungary to claim work–family balance through corporate flexible working arrangements. Hobson’s interpretation of Sen’s capability approach (Hobson, Fahlén, &amp; Takács, 2011) is applied to appraise the effect of individual resources and organizational and national context on managers’ work–family balance, as well as their influence on organizational culture. An interview-based case study was undertaken at the Hungarian subsidiary of a Scandinavian multinational company, wherein 43 personal interviews were conducted with fathers in managerial positions. The interviews were analysed according to structuring qualitative content analysis. Managers benefitted from corporate flexibility (home office and flexible schedule), but experienced power asymmetries in terms of access to and use of the former according to hierarchy and department. Even though the men in these positions are assumed to be change agents, the majority of them perceived limited agency freedom to convert flexible working into work–family balance, or to influence organizational culture. The privileged position of managers was detected at the level of their individual agency. Most managers could economically afford to maintain a male breadwinner model. Therefore, limitations related to securing parental and flexibility rights were due to traditional gender norms, and the strong sense of entitlement to work. Consequently, the extent and means of use of flexibility did not challenge deeply rooted assumptions about ideal employee norms.
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Leonardi, Paul M., Tsedal B. Neeley, and Elizabeth M. Gerber. "How Managers Use Multiple Media: Discrepant Events, Power, and Timing in Redundant Communication." Organization Science 23, no. 1 (February 2012): 98–117. http://dx.doi.org/10.1287/orsc.1110.0638.

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Dissertations / Theses on the topic "Managers’ use of power"

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Jahangir, Nadim, and res cand@acu edu au. "The Relationship between Managers’ Use of Power and Employees’ Work Variables in Nationalised Commercial Banks in Bangladesh." Australian Catholic University. School of Business and Informatics, 2003. http://dlibrary.acu.edu.au/digitaltheses/public/adt-acuvp33.29082005.

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This thesis investigates managers’ use of power and its relationship to employees’ organisational commitment and job satisfaction and any other potential factors influencing the relationship in Nationalised Commercial Banks (NCBs) in Bangladesh. Earlier research focused only on employees’ perceptions of managers’ use of power in NCBs, and findings indicated a positive relationship between managers’ use of power and employees’ perceptions. The present research differs from the previous studies by linking managers' use of power with employees' organisational outcomes. The objective was to gain insights into ways in which the management of NCBs might use their power to enhance the levels of employees’ commitment and job satisfaction. Data were collected from several sources. Likert-type questionnaires were distributed to 600 employees in three NCBs and semi-structured interviews were conducted with 36 branch managers and four experts on banking. Complete questionnaires (in total 321) were included for data analysis using multivariate analysis of variance (MANOVA) and stepwise regression analysis. Both the bank managers and experts on banking interview transcripts were coded according to the interview schedule questions. The findings indicated a relationship between managers’ use of power and procedural justice, and employees’ organisational commitment and job satisfaction in NCBs. In the quantitative findings no significant relationships were found between gender, age, and education level, and power, procedural justice, commitment, and job satisfaction. The qualitative findings, however, suggested that employees’ age and education level were related to criterion variables; but the findings indicated there was no relationship between gender and criterion variables. The results of this study provide insight into how the management of NCBs can enhance the level of their employees’ commitment and job satisfaction. To improve managers’ use of power and its relationships with employees’ commitment and job satisfaction in NCBs in Bangladesh, there have to be changes at the individual and organisational levels. At the individual level improving managers’ power bases would involve basic education and specific job-related training. Managers should also be encouraged to enhance their skills through continuous self-learning. At organisational level top management should provide appropriate reinforcements for managers in learning about and improving their power bases.
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Ordonez, Asenjo Carolina. "Power, Social Identity and Fashion Consumption : A thesis on how female executives use power-coded dressing as a tool to accentuate power as a part of their social identity." Thesis, Stockholms universitet, Marknadsföring, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-108867.

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The aim of the thesis is to contribute to the CCT research field on social identity, by placing a focus on power from a customer perspective and studying how power can be accentuated within social identity. Theory from CCT with a focus on social identity has been used in combination with extensive literature on power and authority from a sociological perspective and literature from Fashion-Studies focusing on power-dressing, conspicuous consumption and luxury. The research question is: How is power-dressing and consumption of high-end luxury fashion brands used by female executives/senior managers in an attempt to accentuate power as a part of their social identity? In-depth semi-structured interviews where used as the main data collection method interviewing five female senior managers/female executives working in Stockholm; using the fashion consumption of female senior managers as its empirical sample. The main conclusion on this thesis is the creation of the concept of power-coded-dressing.This thesis implications are that it develops the CCT field slightly by adding a consumer-power perspective into the theoretical discourse. Its practical and social implications help women accentuate their power through, power-coded-dressing.
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Alakili, Nadin, and Victoria Evegren. "”Det sitter i väggarna” : En kvalitativ studie om brukarinflytande i samband med äldres flytt till särskilt boende." Thesis, Linnéuniversitetet, Institutionen för socialt arbete (SA), 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-75431.

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The aim of this study was to create an understanding of how unit managers and care workers work with user influence in connection with elderly moving to nursing homes. This study was delimited to analyze two nursing homes in a medium-sized municipality in southern Sweden. The study was based on qualitative semi-structured interviews from two unit managers and six care workers in nursing homes. To analyze the data, Michael Foucault’s theory about power, Pierre Bourdieus's concept of doxa and symbolic power have been used as well as client construction. The result of this study indicates that elderly are given the opportunity to influence through implementation plans, welcome talks, being listened to, relationship-building, feeling homelike, resignation and reluctance, adaption to the conditions that are available and rethinking. The results of the study also shows that elderly were transformed and adapted according to the nursing homes guidelines and routines when moving in. Therefore, there were opinions taken for granted and not questioned within the organizations. With this basis, situations that caused limited influence of the elderly were excused and justified according to the organizations´ implied logic, which was deeply rooted in the workplace structure including the unit managers and care workers.
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Kirk, Joyce. "Theorising information use : managers and their work /." Electronic version, 2002. http://adt.lib.uts.edu.au/public/adt-NTSM20031028.165129/index.html.

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Holguin, Emilsen Salazar. "Strategies Functional Managers Use to Control Cyberloafing Behaviors." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2604.

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Computer technologies have increased the opportunities for employees to engage in cyberloafing by using the Internet at work for personal purposes. Uncontrolled cyberloafing is a threat to organizational effectiveness because it affects organizational productivity. The purpose of this single case study was to explore successful strategies functional managers use to control cyberloafing behaviors of their employees at an e-learning organization located in the northeastern United States. The theory of planned behavior, which emphasized behavioral, normative, and control beliefs as key elements to predict individuals' intentions to behave was the conceptual framework. Data collection included semistructured face-to-face interviews with 11 functional managers and an exploration of organizational policies, procedures, and handbooks. Data analysis included examination of word frequencies, keyword coding, and theme identification. Using Yin's 5 steps for data analysis, 3 themes emerged: create engaging jobs, communicate clear expectations, and promote a positive work environment. Functional managers in the e-learning organization in this study may control cyberloafing by ensuring that social norms convey disapproval, combining deterrence policies and performance metrics; and showing attitudes that promote citizenship behaviors. The implications for positive social change include the potential to provide the e-learning organization in this study with best practices that support employees' needs for work-life balance, thus promoting employee satisfaction while maximizing employee productivity. As a result, the findings of this study can decrease stress, increase morale and positively impact the overall well-being of the organization's workforce.
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Love, Sharon Belinda. "Strategies Retail Managers Use to Reduce Employee Turnover." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7162.

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Retailers lost 5.1 million employees in 2016, which resulted in a loss of profitability. The purpose of this single case study was to explore strategies retail managers used to reduce turnover at one retail company in the southeastern United States. The conceptual framework for the study was transformational leadership. The target population consisted of 6 store managers who reduced employee turnover in the retail industry. Data collection methods included face-€to-€face, semistructured interviews and a review of the company documents. Yin's 5-step analysis was used to analyze data. Three themes emerged from data analysis: supportive management leadership style, competitive compensations, and provision of efficient and effective communications to employees. The results of the study indicated store managers' strategies that are essential to reducing employee turnover. The implications of this study for social change include the potential to generate new opportunities for employment and encourage prosperity for local families and the community by improving profitability and sustainability and promoting organizational growth in retail companies.
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Borg, Andrew Edward. "Strategies Agency Managers Use to Retain Recruiting Staff." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2790.

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The high rate of employee turnover in the staffing industry is costly and impedes sustainability of employment agencies. The focus of this qualitative single case study explored strategies that 10 human resource managers (HRMs) and 5 HR directors used to retain recruiting staff at one regional recruiting agency in the southeastern region of the United States. The target population and research site were selected because of prior success in employee retention strategies. The conceptual framework grounding this study was sustainability theory. Methodological triangulation was achieved with semistructured interviews and focus group data. Data were thematically analyzed using Atlas.ti7, and all interpretations from the data were member checked to ensure the trustworthiness of findings. Emergent themes from the analysis revealed that these HRMs and HR directors increased employee job training, improved transparency in strategic planning and business practices, and enhanced communication of their employees' roles and responsibilites. The application of the findings may contribute to social change by providing HRMs and directors with insights that could improve employee retention and organizational sustainability. Stakeholders may benefit from an increased understanding of employee retention strategies and potentially reduce employee turnover for the local community.
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Atkins, Christopher Sean. "Strategies Healthcare Managers Use to Reduce Employee Turnover." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7910.

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Healthcare managers who are unaware of the various strategies that exist for reducing turnover could adversely affect patient care, organizational morale and performance, and the achievement of organizational goals. The purpose of this qualitative multiple case study was to explore strategies healthcare supervisors used to reduce employee turnover. The participants comprised 3 senior healthcare managers located in central Texas responsible for hiring, firing, training, supervising, and successfully using strategies to reduce employee turnover. Herzberg's motivation-hygiene theory provided the conceptual framework. Data were collected from semistructured interviews and a review of company documents. Thematic analysis of the data resulted in 5 emergent themes: peer-to-peer feedback, valuing employees, rewards and incentives, opportunities for growth, and training programs. The results of this study might contribute to social change by enhancing healthcare managers' understanding of the strategies that can be used to reduce employee turnover and improve existing conditions among patients, their families, staff, communities, and organizations.
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Adams, Jewel Darlene. "The Relationship of Managers' Power Motivations to Personality Pathology." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1333.

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Research has shown that managerial leaders have a higher motivational need for power than those in other positions. A leader's personality traits have been shown to affect organizational performance. Leaders who score high in dark traits (undesirable personality attributes shown to predict career derailment across organizations, levels, and positions) could also be more likely to use company resources for personal gain. There is a paucity of research examining the correlation between managerial dark traits and the need for power. The purpose of this study was to examine the relationship between managers' dark trait scores as measured by the Hogan Development Survey (HDS), and their motivational need for power as measured by the Hogan Motives, Values, and Preference Inventory (MVPI). The effect of Ambition as measured by the Hogan Personality Inventory (HPI) was used as a mediating variable upon dark traits scores and the need for power. The dependent variable in this study was the need for power, and the independent variables were the 11 personality traits measured by the HDS. Participants were managers and executives provided by Hogan Assessments database (N = 500). Multiple regression analysis revealed a significant correlation between the dark traits of those who move against others and their need for power. Ambition had a small effect in mediating the dark trait scores and the need for power. If selection committees could use the HDS and remove candidates with high scores in dark traits that move against others, they could remove many who could be likely to abuse the executive position through a strong need for power. Potentially destructive leaders could be avoided, leadership career derailment could be averted, and even corporate criminal activity might be prevented.
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Mercier, Emma. "What matters to managers? : A qualitative case-study on managers' use of planning and development talks." Thesis, Linköpings universitet, Pedagogik och sociologi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-161033.

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Globalisation is affecting businesses worldwide. As a result of this, organisations are realising that the key to competitive advantage is not in modern technology or production; rather, it is in attracting and maintaining a committed workforce. Performance management is a widely advocated way to develop human resources. By conducting a case-study, this paper took a qualitative approach, to understand what elements of the performance appraisals are important to managers at the Organisation. The managers at the Organisation were interviewed and a thematic analysis was applied to the data. Results show that trust and honesty are important components of the performance appraisals, to managers at the Organisation. Also, the feedback the managers received from the employees was said to be the greatest contributor to the managers’ own development. The managers further requested additional support to be able to conduct successful performance appraisals, as well as increased clarity in goal- setting for employees, career development and in taking over employees.
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Books on the topic "Managers’ use of power"

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Alder, Harry. The right brain manager: How to use the power of the mind to achieve personal and professional success. London: Piatkus, 1999.

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B, White Robert. The power managers. Memphis, Tenn: Hamptonhouse Publishers, 1989.

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Gladman, Alison. Beneficial re-use for managers. Birmingham: The Castings Development Centre, 1998.

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Bertoletti, John C. How baseball managers use math. New York, NY: Chelsea Clubhouse, 2010.

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Electrical systems: A guide for facility managers. New York: UpWord Pub., 1996.

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LaJoy, Maureen. Effective use of power. Cambridge: Daniels Publishing, 1996.

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Tavis, Lee A. Power and responsibility: Multinational managers and developing country concerns. Notre Dame, Ind: University of Notre Dame Press, 1997.

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Tavis, Lee A. Power and responsibility: Multinational managers and developing country concerns. Notre Dame, Ind: University of Notre Dame Press, 1999.

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Fontes, Jodi. Putting power into patients' hands: A guide for managers. London: Institute of Health Services Management, 1995.

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Jakab, Cheryl. Energy use. North Mankato, MN: Smart Apple Media, 2007.

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Book chapters on the topic "Managers’ use of power"

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Green, Egan K., Ronald G. Lynch, and Scott R. Lynch. "Use of Power." In The Police Manager, 229–36. Eighth edition. | New York, NY : Routledge, 2018.: Routledge, 2017. http://dx.doi.org/10.4324/9781315472331-18.

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Sheridan, Terry A. "Use of power and consistency as factors of the Respectful type." In The Respectful Manager, 13–19. First Edition. | New York : Routledge, [2019]: Routledge, 2018. http://dx.doi.org/10.4324/9781315141916-3.

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Curran, James, and Jean Seaton. "Managers, regulators and broadcasters." In Power Without Responsibility, 279–93. Eighth edition. | London; New York, NY: Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.4324/9781351212298-16.

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Carnevale, David G., and Camilla Stivers. "What Managers Know." In Knowledge and Power in Public Bureaucracies, 70–88. Abingdon, Oxon ; New York, NY : Routledge, 2019.: Routledge, 2019. http://dx.doi.org/10.4324/9780429266485-5.

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Boire, Richard. "The Use of Multivariate Analysis Techniques." In Data Mining for Managers, 125–32. New York: Palgrave Macmillan US, 2014. http://dx.doi.org/10.1057/9781137406194_15.

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Boire, Richard. "Privacy Concerns Regarding the Use of Data." In Data Mining for Managers, 65–73. New York: Palgrave Macmillan US, 2014. http://dx.doi.org/10.1057/9781137406194_9.

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White, Lynn T. "Varied managers reform China’s power structure." In Rural Roots of Reform Before China’s Conservative Change, 57–80. Abingdon, Oxon ; New York, NY : Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.4324/9781351247696-4.

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Boire, Richard. "Value-Based Segmentation and the Use of CHAID." In Data Mining for Managers, 143–49. New York: Palgrave Macmillan US, 2014. http://dx.doi.org/10.1057/9781137406194_18.

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Yukl, Gary. "Use Power Effectively." In The Blackwell Handbook of Principles of Organizational Behaviour, 249–66. Oxford, UK: Blackwell Publishing Ltd, 2017. http://dx.doi.org/10.1002/9781405164047.ch17.

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Sekerka, Leslie E. "Use your power." In Exercising Your Ethics, 53–101. London: Routledge, 2021. http://dx.doi.org/10.4324/9780429324284-4.

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Conference papers on the topic "Managers’ use of power"

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Hamblin-Smoske, Pamela. "Improve Boiler Reliability With Unit Specific Strategic Planning." In ASME 2014 Power Conference. American Society of Mechanical Engineers, 2014. http://dx.doi.org/10.1115/power2014-32207.

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Boiler tube failures remain the leading cause of lost availability in power boilers across global markets. The need for strategic planning in regard to inspections, preventative maintenance and targeted replacements has never been greater. Identifying the root problem(s) is essential and must be properly managed for continued safety, reliability and availability. The process associated with integrating a boiler management program can be viewed as an insurmountable obstacle for many utility operators and owners. In many cases, the cookie cutter approach that is often used results in insufficient reliability recovery. However, using modern technology and tactics to strategically manage and properly identify specific operating and design conditions has proven exceedingly successful in reducing a unit’s forced outage rate [EFOR]. Specific challenges plants are faced with include the reduction of onsite engineers, aging workforces and equipment, and the need to remain competitive in a challenging global energy market. Plant managers are routinely faced with the complex task of determining the current condition of their equipment, forecasting outage budgets and schedules, and performing risk assessments. Additionally, insurance companies are increasingly requiring inspection and maintenance records that are not always up-to-date or readily available. The solutions to reducing the EFOR of a unit involves taking a comprehensive approach to boiler management utilizing unit specific operational training, advanced data management, and strategic inspection, maintenance and replacement prioritization. Implementing this comprehensive approach has awarded millions in savings for plant managers that have adopted this strategy. Implementing a unit specific, target driven, and strategic plan enables utility owners and operators to succeed in today’s competitive market by increasing the unit’s reliability and availability without sacrificing safety or environmental standards. Thielsch Engineering, Inc. developed a program titled: 4-SYTE System Strategy that is currently utilized in more than 60 power plants within the United States and Canada. Unit specific strategic planning is necessary for all facilities that rely on these critical components. Advanced technology must be adopted by all energy producers to ensure they remain competitive and profitable.
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Iyengar, Madhusudan, Roger Schmidt, Vinod Kamath, and Bejoy Kochuparambil. "Experimental Characterization of Server Rack Energy Use at Elevated Ambient Temperatures." In ASME 2011 Pacific Rim Technical Conference and Exhibition on Packaging and Integration of Electronic and Photonic Systems. ASMEDC, 2011. http://dx.doi.org/10.1115/ipack2011-52207.

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It is now common for data center managers to question the impact on server energy usage of two recent impact factors: (1) the rise in the data center inlet air temperature to servers per 2008 ASHRAE guidelines, and (2) the fan speed increase from the use of rack level heat exchangers such as Rear Door Heat Exchangers. To help acquire a deeper understanding of the relevant issues, a system floor thermal test was built on the IBM New York data center benchmark floor which consisted of a standard 19″ rack filled with 39 3.0 GHz 1U servers that dissipated between 10–17 kW depending on extent of server utilization. Fan speed, chip temperature metrics, and server power data was collected using product debug codes and server level programs. A simulated air heat load was installed right in front of this server rack to allow the manipulation of air inlet temperature into the servers from 20 °C to 32 °C. Two different rack level configurations were considered for the experiments: (i) a perforated front door and no door at the rear, and (ii) a perforated front door and a Rear Door Heat Exchanger at the rear. An exerciser program was used to vary the CPU utilization from Idle to 70% which represented a typical data center work load. Data was collected for 19 servers of the 39 servers (remaining were in use by Benchmark Lab) for the two rack configurations, for 4 inlet server air temperatures, and for two chip exerciser settings, i.e. 16 experiments. For the 70% exerciser setting (typical operation) and the base line rack configuration without rack level heat exchangers, the rise in server power for an increase in inlet air temperature was 5.2% for the 20 °C to 27 °C change and was 17% for the 20 °C to 31 °C change. For the 70% exerciser setting (typical), the increase in server power from the use of rack level heat exchangers (Rear Door Heat Exchanger) was less than 1.3% for all the conditions. Given the broad range of fan speed algorithms and cooling hardware in server products on the market and their change over each generation, significant further study will be required to characterize each category of systems for these conditions. However, the present study provides a template for quantifying server energy usage in a context that data center managers can understand and use.
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Murren, Brian T., and Andrew W. Crapo. "Enhancing the Power of Expert Systems Through Interprocess Communication." In ASME 1992 International Computers in Engineering Conference and Exposition. American Society of Mechanical Engineers, 1992. http://dx.doi.org/10.1115/cie1992-0014.

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Abstract Today many excellent software packages are available both within GE and commercially. The challenge of the future is to integrate suites of these diverse packages to provide the best solution for a given application’s requirements. This paper will describe how the GEN-X expert system shell has been enhanced to execute as a cooperative program using a client-server model in multiprocessing environments that support this concept, i.e. Windows, UNIX, etc. Consistent with the GEN-X philosophy of providing ease of use, the knowledge base developer is shielded from the details of the implementation. The communication facilities allow commands and data to be exchanged with other processes by supporting multiple protocols and transport mechanisms. The initial Unix implementation used GDE, a protocol similar to Microsoft’s DDE under Windows (Microsoft, 1990). This paper describes how the addition of interprocess communication facilities to GEN-X allows powerful tools such as hypermedia managers to be integrated into an expert system application.
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Pishchik, V. I., A. K. Belousova, and Y. V. Rashchupkina. "COMBINATION OF METHODS OF PROJECT MANAGEMENT AND MENTALITY OF MANAGERS." In STATE AND DEVELOPMENT PROSPECTS OF AGRIBUSINESS Volume 2. DSTU-Print, 2020. http://dx.doi.org/10.23947/interagro.2020.2.82-85.

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The article presents a study of the peculiarities of economic mentality of managers of companies, representatives of different generations, in connection with popular methodologies of project management. The values, meanings and economic behavior as components of the economic mentality of the managers of generations X and Y. As a result of the study, it has been found that in the group of managers of generation X there is a trace of the importance of the values of security, social respect and support for traditions; Altruistic, existential, cognitive meanings, self-realization, there is no motive for financial economy; Rational, alarming, saving types of economic behavior prevail. Here project management methods can be successfully used: Agile, Muda, Kanban. In the group of managers of generation Y values are expressed: spirituality, achievements, self-determination, social power; Meanings of hedonism, self-realization, status, family; Disturbing, negative, and therapeutic types of economic behavior. The project management methods can be successfully applied here: Scrum, Waterfall, Six Sigma.
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Blum, William E., and Thomas Gryba¨ck. "Ultrasonic Testing in 25 Minutes." In International Joint Power Generation Conference collocated with TurboExpo 2003. ASMEDC, 2003. http://dx.doi.org/10.1115/ijpgc2003-40095.

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Nondestructive Testing (AKA NDT, NDI, NDE) is an integral part of any power generation program. Ultrasonic Testing (UT) is one NDT method used to determine the integrity of materials and components. Managers, engineers, quality control personnel and others often require a fundamental understanding of the nondestructive testing methods used in their operations. This paper introduces basic theory, advantages and disadvantages, typical equipment and applications of ultrasonic testing. It is designed to give the reader a basic understanding of ultrasonic testing.
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Weaver, W. L., E. T. Tomlinson, and D. L. Aumiller. "A PVM Executive Program for Use With RELAP5-3D©." In 10th International Conference on Nuclear Engineering. ASMEDC, 2002. http://dx.doi.org/10.1115/icone10-22678.

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A PVM executive program has been developed for use with the RELAP5-3D© computer program. The PVM executive allows RELAP5-3D© to be coupled with any number of other computer programs to perform integrated analyses of nuclear power reactor systems and related experimental facilities. The executive program manages all phases of a coupled computation. It starts up and configures a virtual machine, spawns all of the coupled processes, coordinates the time step size between the coupled codes, manages the production of printed and plotable output, and shuts the virtual machine down at the end of the computation. The executive program also monitors that status of the coupled computation, repeating time steps as needed and terminating a coupled computation gracefully if one of the coupled processes is terminated by the computational node on which it is executing.
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Cheng, T., M. D. Pandey, and W. C. Xie. "An Accurate Probabilistic Model for Estimating the Life Cycle Cost of Degrading Components in Nuclear Power Plants." In 18th International Conference on Nuclear Engineering. ASMEDC, 2010. http://dx.doi.org/10.1115/icone18-30130.

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Degradation of systems and components operating in harsh environment has an adverse effect on safety and reliability of nuclear power plants. Condition-based maintenance (CBM) programs are used to preventively maintain degrading components, which minimize the risk of failure. However, maintenance programs can be costly due to frequent inspection, increased outage time, and redundant maintenance of functional components. The optimization of maintenance programs over the life cycle of systems is an important issue for the plant managers. The paper presents an advanced model for the evaluation of life cycle cost of degrading components in the nuclear plants, which can be used for the maintenance optimization. The proposed model is based on the more precise finite time horizon formulation, instead of using asymptotic formulae that may lead to inaccurate results in practical settings.
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Qu, Li-juan, Li-nan Lei, Wei Chen, and Jin-yuan Qian. "Energy Consumption Prediction of University Buildings in China and Strategies for Energy Efficiency Management." In ASME 2015 9th International Conference on Energy Sustainability collocated with the ASME 2015 Power Conference, the ASME 2015 13th International Conference on Fuel Cell Science, Engineering and Technology, and the ASME 2015 Nuclear Forum. American Society of Mechanical Engineers, 2015. http://dx.doi.org/10.1115/es2015-49071.

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In 2007, Chinese Ministry of Education (MOE) and Ministry of Housing & Urban-Rural Development (MOHURD) carried out the Campus Resource Conservation Actions, in order to take full use of resources and to improve the energy efficiency. However, due to the large amounts of universities, the total energy consumption and the energy efficiency situation have no objective statistics. Taking modeling the energy consumption of university buildings as the starting point, this paper analyzes the characteristics of university buildings in China. Then, we do the prediction, trend and potential analysis of the total energy consumption in 2020. In addition, four strategies for energy efficiency management are carried out, which might be helpful for all the university managers and related departments.
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Kgothule, Rantsie, June Palmer, Gregg Alexander, and Edwin De Klerk. "TRANSFORMATIVE LEADERSHIP IN MULTICULTURAL SCHOOLING CONTEXTS: A CRITICAL REFLECTION OF IN-SERVICE TEACHERS’ PRACTICES AND SCHOOL MANAGERS’ ROLES." In International Conference on Education and New Developments. inScience Press, 2021. http://dx.doi.org/10.36315/2021end131.

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In exercising their power and authority, School Management Teams (SMTs) should engage in transformative leadership which commences with interrogations regarding social justice, democracy and social responsibility. According to Freire’s philosophy of education it is further expected of SMT members to support and shape the belief that autonomy is a condition arising from the responsible engagement with decision-making; that we are ‘unfinished’ in our development as human beings; and that we are responsible for the development of a critical consciousness as a necessary condition of freedom and the creation of democratic and equitable learning spaces. In a transformative leadership context, authority must inform all critical practices of pedagogical intervention and goal setting should support in-service teacher’s autonomy, self-worth and develop their potential and the level of intrinsic motivation to flourish in inclusive school settings. This paper reports on a qualitative pilot study conducted with SMT members and teachers in the Northern Cape Province of South Africa to gain their insights regarding their roles as leaders in devising mechanisms to invest in radical democratic principles and the promotion of inclusive school practices. The key findings indicate that the SMT’s role require that they interrogate their frame of reference and transform their thinking in terms of social justice in multicultural school settings and create opportunities for in-service teachers to develop professionally and use digital technology creatively to enhance teaching and learning. As a force for transformation, we conclude that transformative leadership may be a catalyst to engage school leaders and teachers in individual and combined processes of awareness of inclusive practices and action.
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Sheldon, Seth, and Anamarija Frankic´. "A Model for Relating Environmental Variation to Water Permit Violations at Thermoelectric Facilities in the Taunton River Watershed." In ASME 2011 International Mechanical Engineering Congress and Exposition. ASMEDC, 2011. http://dx.doi.org/10.1115/imece2011-63785.

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An original model is presented that relates the rate of National Pollutant Discharge Elimination System (NPDES) water use permit violations and reduced capacity events (dial-back) at once-through cooled thermoelectric power plants to electricity demand and ambient environmental conditions using historical data. 31 percent of U.S. generation capacity is composed of thermoelectric facilities that use once-through (open loop) cooling [1]. Open loop systems have substantial water demands, which put energy facilities and downstream ecosystems at risk during extreme climate events (e.g. heat waves, droughts) [2]. During such events, power plant managers must decide to either dial back electricity generation or violate their water permits by using too much water or by discharging it at too high a temperature. Withdrawal rate and effluent temperature violations can be costly for energy utilities and are detrimental to the biota of receiving waters [3].
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Reports on the topic "Managers’ use of power"

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Gentry, William, and Richard Walsh. Mentoring First-Time Managers: Proven Strategies HR Leaders can Use. Center for Creative Leadership, 2015. http://dx.doi.org/10.35613/ccl.2015.2047.

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"When individual contributors or professionals are promoted into their first formal leadership position, many do not realize how tough that transition can be for them. We often hear that these leaders are not prepared, and lack the support and development to help make that transition successfully. When they are not supported, they suffer, and so too do their teams, the organization, and the HR leadership pipeline, which ultimately can negatively impact the organization’s bottom line. First-time managers are an important part of an organization’s talent and succession management. In turn, organizations may attempt to help first-time managers make the transition into leadership easier by implementing a formal mentoring program. This white paper supports this effort by: • Explaining the benefits a mentoring program can provide for first-time managers and their mentor. • Providing organizations a way to strengthen their own mentoring programs. • Offering HR leaders specific steps to follow and best practices applied in starting and maintaining a successful formal mentoring program specifically aimed at first-time managers. Formal mentoring programs are useful to support and develop first-time managers, an important leadership population that is vital for strengthening your leadership pipeline and succession management efforts. Armed with the knowledge from this white paper, we believe you will be able to gain a competitive advantage".
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Karr, Malcolm H. ,. Maher, Mark. Water Budget Managers Report to Northwest Power Planning Council, 1985 Annual Report. Office of Scientific and Technical Information (OSTI), November 1985. http://dx.doi.org/10.2172/5883948.

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Karr, Malcolm, and Michele DeHart. Water Budget Managers Report to Northwest Power Planning Council, 1986 Annual Report. Office of Scientific and Technical Information (OSTI), December 1986. http://dx.doi.org/10.2172/6769511.

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Wendland, Lori, Harold Balbach, Mary Brown, Joan D. Berish, Ramon Littell, and Melissa Clark. Handbook on Gopher Tortoise (Gopherus polyphemus): Health Evaluation Procedures for Use by Land Managers and Researchers. Fort Belvoir, VA: Defense Technical Information Center, January 2009. http://dx.doi.org/10.21236/ada501295.

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Torcellini, P., N. Long, and R. Judkoff. Consumptive Water Use for U.S. Power Production. Office of Scientific and Technical Information (OSTI), December 2003. http://dx.doi.org/10.2172/15005918.

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Laros, James H., Suzanne M. Kelly, Steven Hammond, Ryan Elmore, and Kristin Munch. Power/energy use cases for high performance computing. Office of Scientific and Technical Information (OSTI), December 2013. http://dx.doi.org/10.2172/1121915.

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Veil, J. A. Use of reclaimed water for power plant cooling. Office of Scientific and Technical Information (OSTI), October 2007. http://dx.doi.org/10.2172/919332.

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Botterud, A., Z. Zhi, J. Wang, R. J. Bessa, H. Keko, J. Mendes, J. Sumaili, and V. Miranda. Use of wind power forecasting in operational decisions. Office of Scientific and Technical Information (OSTI), November 2011. http://dx.doi.org/10.2172/1031454.

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M. Kathleen Nell. Reducing Electrical Power Use with a Performance Based Incentive. Office of Scientific and Technical Information (OSTI), July 2004. http://dx.doi.org/10.2172/911210.

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Veil, J. A., J. M. Kupar, and M. G. Puder. USE of mine pool water for power plant cooling. US: ANL, November 2006. http://dx.doi.org/10.2172/898534.

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