Gotowe bibliografie tematyczne / Management style

Gotowa bibliografia na temat „Management style”

Autor: Grafiati
Data publikacji: 4 czerwca 2021
Data aktualizacji: 20 lutego 2023

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Artykuły w czasopismach na temat "Management style"

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Arnott, Robert D., John L. Dorian i Rosemary Macedo. "Style Management". Journal of Investing 1, nr 1 (31.05.1992): 13–21. http://dx.doi.org/10.3905/joi.1.1.13.

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Abbasi, Laila Shakeel, Taliya Sajjad, Khaulah Jawed i Aqsa Akhtar. "Working in Collaborative Practice: Conflict Management Styles in Dental Professionals". Journal of the Pakistan Dental Association 31, nr 03 (13.11.2022): 131–35. http://dx.doi.org/10.25301/jpda.313.131.

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OBJECTIVE: Conflicts are inevitable in all human interactions. Clinicians at workplaces experience both personal and professional conflicts. Dental clinicians engage in multidisciplinary teamwork during their practice, which exposes them to a variety of conflicting situations. The study aimed to explore the trend of different conflict management styles practiced by dentists while working in collaborative practices. METHODOLOGY: The study was cross sectional descriptive survey in which 146 dental clinicians from multiple institutions participated with voluntary and informed consent. Rahim Organizational Conflict Inventory-II (ROCI-II) tool was used to collect data against the use of conflict management styles namely, Collaborating, Accommodating, Competing, Avoiding and Compromising. The obtained data were analyzed through SPSS 25.0. The data were categorized according to the 5 styles of conflict management and association with the variables of gender, position in organization, and type of organization was seen for each conflict management style. RESULTS: The study revealed that 54.8% of participants had collaborating style followed by avoiding style (18.5%) whereas, competing style was least predominant (3.4%). Both genders had collaborating style as most predominant style. No strong difference was seen in the frequency of conflict management styles between the dentists belonging to private and public institutions. Every cadre of clinicians was more inclined towards "collaborating" and "avoiding" conflict management style. Besides these two styles, house officers and demonstrators were more "accommodating" while residents and assistant professors were more "compromising". CONCLUSION: Dental clinicians in the present study mostly used collaborative style for conflict management in their practices.The awareness of conflict management styles is important so that the use of positive conflict management styles could be maximized. The use of effective conflict management styles should be taught to young dentists in order to equip them with necessary tools for everyday collaborations at clinical workplaces. KEYWORDS: Conflict, Conflict management, dentists, workplace
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Cardell, Daniel J., i James D. Miller. "IS STYLE MANAGEMENT OUT OF STYLE?" Journal of Applied Corporate Finance 6, nr 4 (styczeń 1994): 93–97. http://dx.doi.org/10.1111/j.1745-6622.1994.tb00253.x.

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Saeed, Tahir, Shazia Almas, M. Anis-ul-Haq i GSK Niazi. "Leadership styles: relationship with conflict management styles". International Journal of Conflict Management 25, nr 3 (8.07.2014): 214–25. http://dx.doi.org/10.1108/ijcma-12-2012-0091.

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Purpose – The purpose of this study is to examine the relationship between leadership styles and conflict management styles among managers, while handling interpersonal conflict (mangers and subordinates). Design/methodology/approach – Middle-level managers (N = 150) from different private sector manufacturing industries were included in the study to seek responses through questionnaire based on instruments for conflict management and leadership styles. Findings – Managers who perceived to exhibit more on transformational leadership style adopted integrating and obliging style of conflict management. Those who perceived to exhibit more on transactional style opted for compromising style of conflict management. Whereas, managers perceived to exhibit laissez-faire leadership style adopted avoiding style to manage conflicts with subordinates. Originality/value – Despite the universal acceptance of leadership importance in corporate settings, research so far investigated leadership styles as determinants of conflict management styles are population-specific, including nursing managers (Hendel, 2005), university academic staff (Paul, 2006) and healthcare professionals (Saeed, 2008). Furthermore, the findings in the referred studies are not consistent, and this issue seems to be at an exploratory phase that requires further investigation to establish the relationship. Blake and Mouton (1964) and Rahim (1992) tried to measure the strategies in which individuals typically deal with the conflicts. This approach treated conflict styles as individual disposition, stable over time and across situations. It is argued and supported by literature that leadership styles or behaviors remain stable over time and are expected to be significantly related to conflict management styles (Hendel, 2005).
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Dean, Derek. "Management — style counsel". Nursing Standard 3, nr 6 (5.11.1988): 6–7. http://dx.doi.org/10.7748/ns.3.6.6.s97.

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Calori, Roland, i Bruno Dufour. "Management European style". Academy of Management Perspectives 9, nr 3 (sierpień 1995): 61–71. http://dx.doi.org/10.5465/ame.1995.9509210286.

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Stoman, Sayed H. "Effective Management Style". Journal of Management in Engineering 15, nr 1 (styczeń 1999): 21–23. http://dx.doi.org/10.1061/(asce)0742-597x(1999)15:1(21).

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Warfield, Hal. "RETHINKING MANAGEMENT STYLE". Health Care Manager 4, nr 4 (lipiec 1986): vi. http://dx.doi.org/10.1097/00126450-198607000-00001.

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&NA;, &NA;. "RETHINKING MANAGEMENT STYLE". Health Care Manager 4, nr 4 (lipiec 1986): vi. http://dx.doi.org/10.1097/00126450-198607000-00002.

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Kawamura, Shigekuni. "Japanese management style". Japan and the World Economy 5, nr 3 (wrzesień 1993): 289–92. http://dx.doi.org/10.1016/0922-1425(93)90015-v.

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Rozprawy doktorskie na temat "Management style"

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De, Ciantis S. M. "The relationships between leadership style, cognitive style and learning style : An exposition of management style dimensions". Thesis, University of Hertfordshire, 1987. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.384474.

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Khan, Arsalan. "Management and Leadership Style: Is Style Influenced by Engineering Education?" TopSCHOLAR®, 2017. http://digitalcommons.wku.edu/theses/1976.

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Leadership Development Programs (LDPs) programs are employed by firms globally in different multiple manners that are aimed at accelerating the development and growth of highly capable candidates. Among these candidates, depending on the particular LDP, may be those possess engineering skills typically afforded through engineering education as measured by completion of an engineering degree. Infrastructure reductions might be afforded corporations if multiple LDPs could be supplanted with one program such as an Engineering Leadership Development Program. In practice, however, economic constraints limited the total sample population of this category to 67 (48 with engineering degrees and 15 without). Employing SPSS Sample Power 3, based on the pilot testing for CPMs, 113 subjects per group (with and without engineering degrees - totaling 226) would be required to yield a power of 80%, and of the 350 received completed surveys received, CPMs meeting the desired criteria accounted for only 63 (18%) of the total number of rated organizational leaders. Consequently, while all testing included the CPM group, the scope was expanded to also include managers with and without PMI certifications as well as managers with and without engineering degrees. The first research hypothesis was Ho: There is no affiliation amongst Transformational Leadership (TL) and engineering education. Thus, the author’s aim is to determine the role, if any, that engineering education plays in perceived leadership style as exhibited by CPMs and non-CPMs holding engineering degrees (e.g. EE, ME, IE, etc.) versus the same without engineering degrees. A secondary goal is to determine, within the management category, which style (transformational or transactional) serves as the dominant style of leadership. With this in mind, the independent variable, CPMs with and without engineering degrees, was operationally defined consistent with this Project.
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Kudule, Elina, i Jenny Helbrink. "Scandinavian management style in Hong Kong". Thesis, Kristianstad University College, Department of Business Administration, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:hkr:diva-4050.

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In all aspects of life culture has a deep impact on how we react and relate to different situations. In understanding the meaning of culture it is vital to distinguish between national culture and corporate culture. National culture can be found in all different human interactions and organizations, whereas corporate culture can be related to the environment within business organizations. We believe that there are a number of collusions when a manager from one culture interacts with persons living in a totally different one. The purpose of this dissertation was to find out how Scandinavian management style practiced in Hong Kong, would be affected by the Chinese culture. To understand if or in which ways the Scandinavian management style had been affected, we studied some existing theories and tested them to the reality. To make this possible we concluded the main contents from the theories, in total six hypotheses, which we later used as a foundation to our questionnaire. The result of the questionnaire indicated that most of our hypotheses were accepted, however, due to the low answer frequency, we felt that the result from the questionnaire needed some complementation. In addition to this, we decided to take the research one step further, through semi-structured interviews. Thereafter, we compared the results from our questionnaire to the results from our semi-structured interviews and made a comparison to the hypothesis. The outcome of this comparison became the final conclusion of our dissertation, which indicated that the Scandinavian managers would adapt their management style to a certain degree to the Chinese culture.

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Henderson, Laura Noelle. "Emotional Intelligence and Conflict Management Style". UNF Digital Commons, 2006. http://digitalcommons.unf.edu/etd/361.

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The relationship between emotional intelligence (EI) and conflict management was investigated using 229 college students and 4 3 participants from organizational settings. A positive correlation was found between emotional intelligence scores and use of the integrating style of handling conflict with one's bosses, one's subordinates and one's coworkers. Of the five styles of handling conflict, emotional intelligence had the highest significant positive relationship with the integrating style; this style is generally considered to be the best approach to handling conflict. High levels of emotional intelligence were associated with high levels of socially desirable responding. Emotional intelligence scores decreased with age, and no significant differences were found between scores for males and females. Regression analysis revealed that the three integrating styles of handling conflict, socially desirable responding, age and years of education explain 24% of the variance in emotional intelligence. A significant positive relationship was found between being happy in the workplace and use of the integrating style with subordinates and co-workers. The findings in this study may be applicable for organizations, in that incorporating programs aimed at increasing employees' emotional intelligence skills may be conducive to a more satisfying work environment, as well as an increase in profitability for the organization.
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Amel, Zabihi Ghazal. "Culture and management style: : A study of differences of Chinese and Swedish management style from Swedish perception". Thesis, KTH, Entreprenörskap och Innovation, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-124752.

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The purpose of this study is to find out how the cultural dimensions effects on management style. In more detailed way this research would like to reveal the differences between the Chinese and Swedish management style based on the Swedish employee viewpoint. Hofstede work-related cultural dimensions and Denison model of organizational culture to high-tech multicultural company has been applied. It is concluded that obvious differences exist between Chinese and Swedish management style and culture has influence on management style. However, since the results are limited in the scope of study cannot be generalized but worth to investigate and validate in future research.
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LI, XIAOHAN. "Swedish management style perceived by Chinese employees". Thesis, Högskolan i Borås, Institutionen Handels- och IT-högskolan, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:hb:diva-20840.

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With the economic and technology development, International Corporation amongcountries becomes increasingly popular. All countries become an entire unit, thereforeunderstanding among different cultures is important. Different cultural backgroundleads to different management style. The cultural diversity is needed to cooperateglobally. Chinese management style and Swedish management style has its owncharacteristics. Study the differences between these two different management stylescan offer an opportunity for understanding each other.The purpose of this thesis is to compare and analyze the differences between Chinesemanagement style and Swedish management style. Empirical data is collected fromindividual interviews with five Chinese employees who work in Sweden and underSwedish manager.The result of the study reveals that Swedish management style is people-oriented,empowerment and small hierarchy. Swedish manager achieve their goal by “loose”management while Chinese manager is more in control and focus on relationshipbuilding between manager and employees.
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Kuo, Weiyo. "Essays on equity style and asset management". Thesis, University of Cambridge, 1998. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.324848.

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Babin, Joanne W. "Personality and preference for conflict management style". Scholarly Commons, 1990. https://scholarlycommons.pacific.edu/uop_etds/2200.

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Conflict has been viewed as an ugly element in human relationships which should be avoided at all costs. According to an article by Chanin and Schneer (1984) the traditional approach to conflict in organizational theory views conflicts as “Undesirable, detrimental, destructive, and unacceptable in organizations”. This thesis will examine the relationship between conflict handling strategies and Jungian personality dimensions. Since previous research has established preliminary findings about this relationship, it is the intention of this author to expand upon them.
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Leary, James E. "Conflict management style in selected CBA churches". Theological Research Exchange Network (TREN), 1999. http://www.tren.com.

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Hoffman, Melissa. "Does sense of humor moderate the relationship between leadership style and conflict management style?" online access from Digital Dissertation Consortium, 2007. http://libweb.cityu.edu.hk/cgi-bin/er/db/ddcdiss.pl?3284029.

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Książki na temat "Management style"

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Andres, Tomas Quintin D. Management Filipino style. Makati, Philippines: St. Paul Publications, 1989.

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Wickens, Peter. Management philosophy: Nissan style. Nottingham: Trent Business School, 1987.

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Art management: Entrepreneurial style. Wyd. 3. Delft, The Netherlands: Eburon, 2003.

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Soviet style in management. New York: C. Russak, 1985.

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Barberis, Nicholas. Style investing. Cambridge, MA: National Bureau of Economic Research, 2000.

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Byrt, W. J. The concept of management style. Melbourne: University of Melbourne. Graduate School of Management, 1988.

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1948-, Coggin T. Daniel, i Fabozzi Frank J, red. Handbook of equity style management. Wyd. 3. Hoboken, NJ: Wiley, 2003.

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1948-, Coggin T. Daniel, Fabozzi Frank J i Arnott Robert D, red. Handbook of equity style management. Wyd. 2. New Hope, Pa: Frank J. Fabozzi Associates, 1997.

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Discover your conflict management style. [Washington, D.C.]: Alban Institute, 1997.

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Brown, Stephen J. Hedge funds with style. Cambridge, MA: National Bureau of Economic Research, 2001.

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Części książek na temat "Management style"

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Muñoz-Seca, Beatriz, i Josep Riverola. "Management Style". W The New Operational Culture, 225–34. London: Palgrave Macmillan UK, 2009. http://dx.doi.org/10.1057/9780230584600_22.

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Choi, Chong Ju, i Nigel Wright. "Management Style". W How to Achieve Business Success in Korea, 55–66. London: Palgrave Macmillan UK, 1994. http://dx.doi.org/10.1007/978-1-349-13355-0_5.

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Burton, Richard M., i Børge Obel. "Management Style". W Information and Organization Design Series, 87–117. Boston, MA: Springer US, 1995. http://dx.doi.org/10.1007/978-1-4684-0023-6_3.

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Tunstall, Thomas Nelson. "Management Style". W Outsourcing and Management, 133–50. New York: Palgrave Macmillan US, 2007. http://dx.doi.org/10.1057/9780230603608_7.

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Abegglen, James C. "Japanese Style Management". W 21st-Century Japanese Management, 73–90. London: Palgrave Macmillan UK, 2006. http://dx.doi.org/10.1057/9780230500853_4.

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Furnham, Adrian. "Typical management style". W Management and Myths, 147–48. London: Palgrave Macmillan UK, 2004. http://dx.doi.org/10.1057/9781403990037_53.

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Lake, Peter, i Robert Drake. "Style". W Information Systems Management in the Big Data Era, 81–101. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-13503-8_4.

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Grimwood, Cordelia, i Ruth Popplestone. "Managing with Style". W Women, Management and Care, 104–22. London: Macmillan Education UK, 1993. http://dx.doi.org/10.1007/978-1-349-22603-0_8.

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Fox, Michael J. "Japanese quality management style". W Quality Assurance Management, 233–44. Boston, MA: Springer US, 1993. http://dx.doi.org/10.1007/978-1-4899-7140-1_18.

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Burton, Richard M., i Børge Obel. "Leadership and Management Style". W Information and Organization Design Series, 87–126. Boston, MA: Springer US, 2004. http://dx.doi.org/10.1007/978-1-4419-9114-0_3.

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Streszczenia konferencji na temat "Management style"

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FORST, ARON, i PARISSA HAGHIRIAN. "Nintendo Strategic Management Japanese Style". W Third International Conference on Advances In Economics, Social Science and Human Behaviour Study - ESSHBS 2015. Institute of Research Engineers and Doctors, 2015. http://dx.doi.org/10.15224/978-1-63248-085-9-56.

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McRitchie, Karen J. "Shakin' up your management style". W the ACM SIGUCCS 40th annual conference. New York, New York, USA: ACM Press, 2012. http://dx.doi.org/10.1145/2382456.2382500.

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Barroso, Raquel, i Diana Dias. "EDUCATION NEVER GOES OUT OF STYLE: CLASSROOM MANAGEMENT STYLES UNDER ANALYSIS". W 14th International Technology, Education and Development Conference. IATED, 2020. http://dx.doi.org/10.21125/inted.2020.0741.

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Gao, Tianxing. "Comparing Chinese Teaching Style and Western Teaching Style: The Preference of Students to Indoctrination Teaching Style and Questioning Teaching Style". W 2021 6th International Conference on Modern Management and Education Technology（MMET 2021）. Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/assehr.k.211011.087.

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Abdusalamova, A. A., i A. M. Pirmagomedova. "Management style features in German companies". W Наука России: Цели и задачи. НИЦ «Л-Журнал», 2019. http://dx.doi.org/10.18411/sr-10-02-2019-10.

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Pramudya, Sakti Hendra. "Online Transportation Price War: Indonesian Style". W 24th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2019. http://dx.doi.org/10.46541/978-86-7233-380-0_41.

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Nose, Toyokazu, Kenichi Nakashima i Hiroaki Ishii. "Life-cycle management for style goods inventory". W Intelligent Systems and Smart Manufacturing, redaktor Surendra M. Gupta. SPIE, 2001. http://dx.doi.org/10.1117/12.417256.

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Shaikhha, Amir, Andrew Fitzgibbon, Simon Peyton Jones i Dimitrios Vytiniotis. "Destination-passing style for efficient memory management". W ICFP '17: ACM SIGPLAN International Conference on Functional Programming. New York, NY, USA: ACM, 2017. http://dx.doi.org/10.1145/3122948.3122949.

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MANCINI, MONICA, EDMIR P. V. PRADO i NAIARA CRISLAINE ALFLEN. "LEADERSHIP STYLE AND IT PROJECT MANAGEMENT MATURITY". W 15th CONTECSI International Conference on Information Systems and Technology Management. TECSI, 2018. http://dx.doi.org/10.5748/9788599693148-15contecsi/ps-5854.

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Taurman, Eugene. "Statistical Process Control is a Management Style". W 1986 SAE International Off-Highway and Powerplant Congress and Exposition. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 1986. http://dx.doi.org/10.4271/861221.

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Raporty organizacyjne na temat "Management style"

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Magie, Anna A., i Deborah D. Young. Service Learning for University Students: Convergence of Fashion Coursework and Community Service to Develop Leadership and Management Skills Through the Planet Style Project. Ames: Iowa State University, Digital Repository, listopad 2015. http://dx.doi.org/10.31274/itaa_proceedings-180814-82.

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Lofquist, Thelma. Subsidized housing for seniors: a comparative study of management styles. Portland State University Library, styczeń 2000. http://dx.doi.org/10.15760/etd.426.

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Falfushynska, Halina I., Bogdan B. Buyak, Hryhorii V. Tereshchuk, Grygoriy M. Torbin i Mykhailo M. Kasianchuk. Strengthening of e-learning at the leading Ukrainian pedagogical universities in the time of COVID-19 pandemic. [б. в.], czerwiec 2021. http://dx.doi.org/10.31812/123456789/4442.

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Distance education has become the mandatory component of higher education establishments all over the world including Ukraine regarding COVID-19 lockdown and intentions of Universities to render valuable knowledge and provide safe educational experience for students. The present study aimed to explore the student’s and academic staff’s attitude towards e-learning and the most complicated challenges regarding online learning and distance education. Our findings disclosed that the online learning using Zoom, Moodle, Google Meet, BigBlueButton and Cisco has become quite popular among the students and academic staff in Ukraine in time of the lockdown period and beyond. Based on the Principal Component Analysis data processing we can conclude that students’ satisfaction and positive e-learning perception are in a good correlation with quality of e-learning resources and set of apps which are used while e-learning and distance education. Also, education style, methods, and manner predict willingness of students to self-study. The self-motivation, time-management, lack of practice, digital alienation, positive attitude towards ICT, and instruction strategy belong to the most important challenges of COVID-19 lockdown based on the students and academic staff interviews. Online learning on daily purpose should be used in the favor of strengthening of classical higher education rather than replacing the former. Blended education is the best alternative to face-to-face education, because the communication with mentor in a live environmental even virtual should have ushered the learners to complete online learning and improve its results.
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Schoar, Antoinette, i Luo Zuo. Shaped by Booms and Busts: How the Economy Impacts CEO Careers and Management Styles. Cambridge, MA: National Bureau of Economic Research, listopad 2011. http://dx.doi.org/10.3386/w17590.

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Mullins, William, i Antoinette Schoar. How do CEOs see their Role? Management Philosophy and Styles in Family and Non-Family Firms. Cambridge, MA: National Bureau of Economic Research, wrzesień 2013. http://dx.doi.org/10.3386/w19395.

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Law, Edward, Samuel Gan-Mor, Hazel Wetzstein i Dan Eisikowitch. Electrostatic Processes Underlying Natural and Mechanized Transfer of Pollen. United States Department of Agriculture, maj 1998. http://dx.doi.org/10.32747/1998.7613035.bard.

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The project objective was to more fully understand how the motion of pollen grains may be controlled by electrostatic forces, and to develop a reliable mechanized pollination system based upon sound electrostatic and aerodynamic principles. Theoretical and experimental analyses and computer simulation methods which investigated electrostatic aspects of natural pollen transfer by insects found that: a) actively flying honeybees accumulate ~ 23 pC average charge (93 pC max.) which elevates their bodies to ~ 47 V likely by triboelectrification, inducing ~ 10 fC of opposite charge onto nearby pollen grains, and overcoming their typically 0.3-3.9 nN detachment force resulting in non-contact electrostatic pollen transfer across a 5 mm or greater air gap from anther-to-bee, thus providing a theoretical basis for earlier experimental observations and "buzz pollination" events; b) charge-relaxation characteristics measured for flower structural components (viz., 3 ns and 25 ns time constants, respectively, for the stigma-style vs. waxy petal surfaces) ensure them to be electrically appropriate targets for electrodeposition of charged pollen grains but not differing sufficiently to facilitate electrodynamic focusing onto the stigma; c) conventional electrostatic focusing beneficially concentrates pollen-deposition electric fields onto the pistill tip by 3-fold as compared to that onto underlying flower structures; and d) pollen viability is adequately maintained following exposure to particulate charging/management fields exceeding 2 MV/m. Laboratory- and field-scale processes/prototype machines for electrostatic application of pollen were successfully developed to dispense pollen in both a dry-powder phase and in a liquid-carried phase utilizing corona, triboelectric, and induction particulate-charging methods; pollen-charge levels attained (~ 1-10 mC/kg) provide pollen-deposition forces 10-, 77-, and 100-fold greater than gravity, respectively, for such charged pollen grains subjected to a 1 kV/cm electric field. Lab and field evaluations have documented charged vs. ukncharged pollen deposition to be significantly (a = 0.01-0.05) increased by 3.9-5.6 times. Orchard trials showed initial fruit set on branches individually treated with electrostatically applied pollen to typically increase up to ~ 2-fold vs. uncharged pollen applications; however, whole-tree applications have not significantly shown similar levels of benefit and corrective measures continue. Project results thus contribute important basic knowledge and applied electrostatics technology which will provide agriculture with alternative/supplemental mechanized pollination systems as tranditional pollen-transfer vectors are further endangered by natural and man-fade factors.
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Style components of a coach’s management as the effectiveness factor of sports team work. Yuliya K. Zhestkova, Svetlana R. Sharifullina, Ilsiyar Sh. Mutaeva, marzec 2019. http://dx.doi.org/10.14526/2070-4798-2019-14-1-45-52.

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Questioning hierarchies: Senior leaders’ views on how global civil services changed during the pandemic. People in Government Lab, lipiec 2022. http://dx.doi.org/10.35489/bsg-peoplegov-rp_2022/003.

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Responding to the COVID-19 pandemic required dramatic changes and new ways of working from civil services around the world. Within this, the immediate pandemic response and shift to remote work have captured most attention, but there has been less analysis of the other ways in which civil services adapted, or of how these changes have shaped the post-pandemic reform agenda. To gain insight on these questions, we interviewed 14 heads of civil service (or other similarly senior officials) from countries on all six continents to understand how they interpret the transformations that have occurred, what they are doing to institutionalise and deepen them, and what they perceive as the next frontiers for change. We find that the pandemic imposed a dual imperative on civil services: the need for greater speed, flexibility, and decentralisation of decision-making on the one hand, and for greater coordination and collaboration on the other. These two imperatives sat in tension with each other and led them to make a range of changes, many of which revolved around the common theme of questioning, unpacking, and remaking the traditionally hierarchical structures and norms of their institutions. The specific changes made varied across countries and spanned from the adoption of agile ways of working to the creation of new coordination mechanisms, the adoption of new modes and styles of leadership, and intensified training systems focusing on a broader scope of skills. Senior leaders viewed these changes mainly as an acceleration of pre-existing trends rather than as new ideas, and saw technology as an enabler but not a driver of change. Looking past the emergency response phase of the pandemic, leaders are not unanimous in their views on which of these changes are likely to be permanent. However, many perceive an urgent need to change structural aspects of people management and leadership development – from training to personnel evaluation and career management – in order to resolve the challenges and tensions that emerged in this process, and this effort dominates their thinking about institutionalising and continuing change in the medium- to long-term.
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