Artykuły w czasopismach na temat „Manager”
Kliknij ten link, aby zobaczyć inne rodzaje publikacji na ten temat: Manager.
Utwórz poprawne odniesienie w stylach APA, MLA, Chicago, Harvard i wielu innych
Sprawdź 50 najlepszych artykułów w czasopismach naukowych na temat „Manager”.
Przycisk „Dodaj do bibliografii” jest dostępny obok każdej pracy w bibliografii. Użyj go – a my automatycznie utworzymy odniesienie bibliograficzne do wybranej pracy w stylu cytowania, którego potrzebujesz: APA, MLA, Harvard, Chicago, Vancouver itp.
Możesz również pobrać pełny tekst publikacji naukowej w formacie „.pdf” i przeczytać adnotację do pracy online, jeśli odpowiednie parametry są dostępne w metadanych.
Przeglądaj artykuły w czasopismach z różnych dziedzin i twórz odpowiednie bibliografie.
1
Zhu, Hang, Chao C. Chen, Xinchun Li i Yinghui Zhou. "From Personal Relationship to Psychological Ownership: The Importance of Manager–Owner Relationship Closeness in Family Businesses". Management and Organization Review 9, nr 2 (lipiec 2013): 295–318. http://dx.doi.org/10.1111/more.12001.
Pełny tekst źródłaStreszczenie:
AbstractIntegrating theories of psychological ownership and stewardship, and taking a relational perspective, we examine key antecedents and outcomes of professional managers' psychological ownership in Chinese owner-managed family businesses. We tested the model using a survey of 166 Chinese professional managers (one from each of 166 family businesses). We find that owner–manager relationship closeness at work mediates the effect of both the owner's benevolent leadership and owner–manager friendship ties on the manager's psychological ownership. Psychological ownership, in turn, is positively related to the manager's intention to stay and to stewardship behaviour. Theoretical and practical implications are discussed.
2
Philpot, James, i Craig A. Peterson. "Manager characteristics and real estate mutual fund returns, risk and fees". Managerial Finance 32, nr 12 (1.12.2006): 988–96. http://dx.doi.org/10.1108/03074350610710481.
Pełny tekst źródłaStreszczenie:
PurposeThe purpose of this paper is to analyze the effects of individual manager characteristics on real estate mutual fund (REMF) performance. Human capital theory predicts that factors like education, experience and professional certifications improve skill sets and thus performance. Conversely, capital markets theory suggests that these things may be irrelevant in the management of mutual funds.Design/methodology/approachA total of 63 REMFs were sampled over the period 2001‐2003 and equations were estimate regressing, alternatively, risk‐adjusted return, market risk and management fees on a series of fund variables and manager characteristics including the manager's tenure, whether the fund manager holds a professional certification, whether the manager has specific real estate experience, and whether the fund is team‐managed.FindingsModest evidence is found that team‐managed funds have lower risk‐adjusted returns than solo‐managed funds. Managers with longer tenure tend to pursue higher market risk levels, and there is no relation between manager characteristics and management fees.Research limitations/implicationsThis study considers only one cross‐sectional time period. Future research might use longitudinal data.Practical implicationsDespite real estate being a specialized field of finance, there is little if any support for the predictions of human capital theory that experience, education and training result in greater performance among managers of REMFs.Originality/valueThis paper extends prior work in mutual fund management characteristics and fund performance to real estate funds.
3
Han, Yufeng, Tom Noe i Michael Rebello. "Horses for Courses: Fund Managers and Organizational Structures". Journal of Financial and Quantitative Analysis 52, nr 6 (grudzień 2017): 2779–807. http://dx.doi.org/10.1017/s0022109017000795.
Pełny tekst źródłaStreszczenie:
We model and test the relations between the team management of mutual funds, managers’ ability, performance, and holdings. Our model predicts that team-managed funds perform better and behave more conservatively than single-manager funds. However, the effect of team management is masked in equilibrium because high-ability managers rationally self-select into single-manager funds. Consistent with the model’s prediction, we find that team-managed funds perform better and deviate less from their benchmark allocations than single-manager funds with the same characteristics. These differences are marked after we control for the endogenous self-selection of managers.
4
Whalley, Ian, Asser Tantawi, Malgorzata Steinder, Mike Spreitzer, Giovanni Pacifici, Rajarshi Das i David M. Chess. "Experience with collaborating managers: node group manager and provisioning manager". Cluster Computing 9, nr 4 (październik 2006): 401–16. http://dx.doi.org/10.1007/s10586-006-0009-0.
Pełny tekst źródła
5
Pramono, Setya. "Faktor yang mempengaruhi porsi pembiayaan bagi hasil pada Bank Pembiayaan Rakyat Syariah". Journal of Economics, Business, Accounting and Management 1, nr 1 (24.04.2024): 1–16. http://dx.doi.org/10.61476/7hake123.
Pełny tekst źródłaStreszczenie:
This study examines conceptual and empirical models of Manager Skills, Sharia Compliance, Sharia Bank Characteristics, Manager Perception of Sharia Bank Internal SDI, Manager Perception of Customer Characteristics, Manager Perception of Regulatory Existence, Manager Perception of Government Support for Profit Sharing Financing Portion at Sharia People's Financing Bank. The selection of the research site was carried out by proportional simple random sampling technique. The sampling technique used in his research was purposive sampling. In this study there were 36 BPRS in DIY and Central Java, then five people were taken as respondents for each BPRS consisting of the Board of Directors, Sharia Supervisory Board, Marketing Manager, Operations Manager (Financing Manager) and Customer Service. So the number is 180 (One Hundred and Eighty) respondents. The object of assessment is the Operations Manager/Financing Manager, considering that this research is related to the portion of profit sharing financing. The results showed that 1) The conceptual skills of managers have a positive effect on the portion of profit sharing financing in Sharia BPR 2) The technical skills of managers have a positive effect on the portion of profit sharing financing in Sharia BPR 3) The social skills of managers have a positive effect on the portion of profit sharing financing in Sharia BPR 4) Manager's perception of the internal SDI of Islamic banks has a positive effect on the portion of profit sharing financing in Sharia BPR 5) Manager's perception about the existence of regulations has a positive effect on the portion of profit sharing financing in Sharia BPR 6) Manager's perception of government support has a positive effect on the portion of profit sharing financing in Sharia BPR 7) There is no influence of the characteristics of Islamic banks on the portion of profit sharing financing in Sharia BPR 8) There is no influence of sharia compliance on the portion of profit sharing financing in Sharia BPR 9) No influence of managers' perception of characteristics customers against the portion of profit sharing financing at BPR Syariah.
6
Li, Mei Yan, i Ying Zong Liu. "Study on Line Managers’ Competence-Based Abilities of Performance Management". Applied Mechanics and Materials 40-41 (listopad 2010): 820–24. http://dx.doi.org/10.4028/www.scientific.net/amm.40-41.820.
Pełny tekst źródłaStreszczenie:
The line manager, playing a role to promote and implement the performance management system, is the key to system’s success. A line manager’s ability to manage performance determines the level of subordinates’ performance, and then influences the efficiency of performance management system. This paper first gave the definition of ability to manage performance for a line manager, and then according to the Gallup’s research, pointed out the competence characteristics for line managers’ abilities to manage performance, which involves communication capacity, encourage ability, authorizing and coaching capability. Line managers possessing higher level of abilities to manage performance can stimulate the performance potential of subordinates, enhance the work performance of subordinates, and then improve sector and organization performance.
7
Cianci, Anna M., Steven E. Kaplan i Janet A. Samuels. "The Moderating Effects of the Incentive System and Performance Measure on Managers' and Their Superiors' Expectations about the Manager's Effort". Behavioral Research in Accounting 25, nr 1 (1.08.2012): 115–34. http://dx.doi.org/10.2308/bria-50290.
Pełny tekst źródłaStreszczenie:
ABSTRACT: The current study experimentally examines effort expectations (i.e., planned hours) for a manager made by participants in the role of the manager or the manager's superior. The experiment also manipulates the type of incentive system (i.e., bonus based on either strategic or all measures) and the type of performance measure (i.e., strategic or general). We predict and find that the participants in the manager role engage in self-enhancement (e.g., Pfeffer and Fong 2005; Sedikides and Gregg 2008). Specifically, the total hours that managers planned to work were more than the total hours their superiors expected the manager to work. We also find that both the type of incentive system and the type of performance measure moderate managers' tendency to engage in self-enhancement. Compared to a strategic incentive system, managers' self-enhancement was diminished under a comprehensive incentive system. Further, participants in the manager role engage in self-enhancement for planned strategic hours but not for planned general hours. Data Availability: Available upon request.
8
Naseem, Aliya, i Rameesha Abbas. "Relationship between Interpersonal Skills in Project Success". Archives of Business Research 10, nr 7 (6.08.2022): 198–210. http://dx.doi.org/10.14738/abr.107.12828.
Pełny tekst źródłaStreszczenie:
The most asset to any project, regardless of the industry is the project manager. Research has shown whether the project fails or succeeds depends on the project manager, and the skills they bring to the table. The research problem in this study is the lack of research regarding the relationship between the interpersonal skills of the project manager and the success and / or failure of large-scale IT systems development projects. The existing literature indicated a strong positive relationship between the interpersonal skills and leadership traits of senior managers who manage with a passive leadership style and the primary IT systems development project success factor of cost. There was also a strong positive relationship between the interpersonal skills and leadership traits of senior managers who manage with leadership outcomes and the primary IT systems development project success factor of scheduling.
9
Yu, Hong, i Mark Riedl. "Data-Driven Personalized Drama Management". Proceedings of the AAAI Conference on Artificial Intelligence and Interactive Digital Entertainment 9, nr 1 (30.06.2021): 191–97. http://dx.doi.org/10.1609/aiide.v9i1.12665.
Pełny tekst źródłaStreszczenie:
A drama manager is an omniscient background agent responsible for guiding players through the story space and delivering an enjoyable and coherent experience. Most previous drama managers only consider the designer's intent. We present a drama manager that uses data-driven techniques to model players and provides personalized guidance in the story space without removing player agency. In order to guide players' experiences, our drama manager manipulates the story space to maximize the probability of the players making choices intended by the drama manager. Our system is evaluated on an interactive storytelling game. Results show that our drama manager can significantly increase the likelihood of the drama manager's desired story continuation.
10
Bernosky, Joseph. "Manager to Manager". Journal - American Water Works Association 107, nr 8 (sierpień 2015): 12–14. http://dx.doi.org/10.5942/jawwa.2015.107.0120.
Pełny tekst źródła
11
Kaplan, Steven E., Michael J. Petersen i Janet A. Samuels. "Further Evidence on the Negativity Bias in Performance Evaluation: When Does the Evaluator's Perspective Matter?" Journal of Management Accounting Research 30, nr 1 (1.02.2017): 169–84. http://dx.doi.org/10.2308/jmar-51698.
Pełny tekst źródłaStreszczenie:
ABSTRACT In a setting involving a firm using multiple performance measures, we experimentally examine the effect of an evaluator's perspective on the relative performance evaluations of two managers. The performance outcomes of the two managers are linearly equivalent, but one manager's performance includes an equivalent number of above target and below target outcomes (e.g., the mixed manager), while the other manager's performance only includes above target outcomes (e.g., the positive manager). In this setting, we provide new evidence on the negativity bias and whether the bias is moderated based on evaluators' role and the importance of the measures with negative outcomes. Participants are assigned to the role of the supervisor, the mixed manager, or the positive manager and asked to evaluate each manager's performance. We predict and find that participants in all three roles exhibit the negativity bias. In addition, we predict that the strength of the negativity bias exhibited by mixed or positive managers relative to the supervisor's negativity bias depends on whether the measures with negative outcomes are more or less important. As expected, we find that when negative outcomes involve less important measures, the relative performance evaluations of mixed (positive) managers are similar to (differ from) those of supervisors. In contrast, when negative outcomes involve more important measures, the relative performance evaluations of positive (mixed) managers are similar to (differ from) supervisors. Understanding whether and when managers' relative performance evaluations differ from their supervisors is important, in part, because conflicts and potentially dysfunctional behavior are likely to arise when their relative performance evaluations differ.
12
Schlotzhauer, Ann E., Emily Cramer, Elizabeth M. Grandfield i Nora E. Warshawsky. "Individual and Organizational Factors Associated With Nurse Manager Success". JONA: The Journal of Nursing Administration 53, nr 7/8 (lipiec 2023): 392–98. http://dx.doi.org/10.1097/nna.0000000000001305.
Pełny tekst źródłaStreszczenie:
OBJECTIVE The aim of this study was to synthesize previous findings and provide practical guidance for maximizing nurse manager and nurse performance. BACKGROUND Two recent studies have linked nurse manager job design factors and individual differences to a variety of valued outcomes, but practical implications remain unclear. METHODS A large US sample of nurse managers was divided on the basis of nurse and patient outcomes. Various characteristics are compared across the highest and lowest performers. RESULTS Wider nurse manager span of control is associated with negative outcomes; the availability of support positions does not fully alleviate the consequences of wide spans. Nurse managers with fewer subordinates can effectively manage multiple units. Nurse manager experience is critical for success and cannot be fully replaced by leadership training programs. CONCLUSIONS Staffing and job design decisions have critical downstream implications. The present research provides guidance for effective staffing and job design.
13
Michaeli, Beatrice. "Divide and Inform: Rationing Information to Facilitate Persuasion". Accounting Review 92, nr 5 (1.02.2017): 167–99. http://dx.doi.org/10.2308/accr-51707.
Pełny tekst źródłaStreszczenie:
ABSTRACT This paper develops a Bayesian persuasion model that examines a manager's incentives to gather information when the manager can disseminate this information selectively to interested parties (“users”) and when the objectives of the manager and the users are not perfectly aligned. The model predicts that if the manager can choose the subset of users to receive the information, then the manager may gather more precise information. The paper identifies conditions under which a regime that allows managers to grant access to information selectively maximizes aggregate information. Strikingly, this happens when the objectives of managers and users are sufficiently misaligned. This finding is robust to variations of the model, such as information acquisition cost, unobservable precision, sequential noisy actions taken by the users, and delayed choice of the subset of users in “the know.” These results call into doubt the common belief that forcing managers to provide unrestricted access to information to all potential users is always beneficial.
14
Fitri Maya Sari Panjaitan, Felix Kasim i Novita Br Ginting Munthe. "ANALYSIS OF CASE MANAGER FUNCTIONS IN IMPROVING QUALITY CONTROL AND COST CONTROL OF INPATIENT (CASE STUDY) AT GRANDMED HOSPITAL LUBUK PAKAM". JURNAL KESMAS DAN GIZI (JKG) 6, nr 1 (31.10.2023): 15–22. http://dx.doi.org/10.35451/jkg.v6i1.1783.
Pełny tekst źródłaStreszczenie:
Abstract
The hospital has a process for implementing continuity of care in the hospital and integration between care-giving professionals (PPA) assisted by a patient service manager (MPP)/case manager. The current challenge that must be faced by hospitals in implementing the JKN program is implementing good quality control and cost control. The existence of MPP in the hospital case management system is expected to be able to support quality control and cost control. The purpose of this study was to analyze the functions of the case manager in improving quality control and cost control for inpatients (case study). This research was conducted at the Grandmed Lubuk Pakam Hospital, Deli Serdang Regency from September 2022 to May 2023. The type of research in this study was qualitative. The sample in this study were case managers at Grandmed Lubuk Pakam Hospital, Deli Serdang Regency, totaling 3 people and 1 director of medical services and 3 heads of inpatient rooms. The results showed that the implementation of case managers in improving quality control and cost control for inpatients was quite good. The case manager utility assessment has not gone well because there is no clear format for the initial screening of patients. Patient care planning by case managers has not been maximized. Not all case managers do patient care planning. The case manager's facilitation and advocacy has not been maximized. There are 2 case managers who do not coordinate with other fields, only coordinate with DPJP and nurses. The case manager evaluation has not gone well because there is no instrument format for case manager tasks so evaluation cannot be carried out. Post-discharge planning follow-up by the case manager has not gone well because the case manager has never followed up post-discharge planning. Case managers should carry out case manager functions for patients who are being treated in case management in accordance with the standard criteria set by STARKES 2022 accompanied by proper and accurate documentation to improve service quality and patient satisfaction.
Keywords : Functions, Case Manager, Quality Control, Cost Control, Hospitalization, Case Study
15
Muhtaseb, Majed R. "Hedge fund manager fraud through PIPEs". Journal of Financial Crime 25, nr 3 (2.07.2018): 636–45. http://dx.doi.org/10.1108/jfc-04-2017-0032.
Pełny tekst źródłaStreszczenie:
Purpose The purpose of this paper is to draw lessons to investors from the conduct of a hedge fund manager who according to the Securities and Exchange Commission (SEC) complaint made false and misleading statements before and after an auditor’s reports, misappropriated for personal benefit over $1m, misappropriated clients’ assets, failed to conduct due diligence on third-party buyer, instructed an employee to mislead investors and satisfied some investors’ redemptions with other investors’ subscriptions (Ponzi scheme) without disclosing it to investors. Ironically, the scheme was unveiled by the economic crises and not the investors, their advisers or third-party hedge fund vendors. Corey Ribotsky set up the investment adviser NIR Group to manage four AJW Funds that invested in private equity in public companies in 1999. Through manipulation of financial statements, he also managed to collect about $136m in management and incentive fees over an eight-year period. The SEC complaint alleged the AJW Funds’ assets to be $876m in 2007, yet this figure was not verified, and no assets were traced. Ribotsky did not pay any monies to SEC, as ordered by court settlement, and hence the victims did not recover any of their monies. The SEC could not produce criminal charges; hence, Ribotsky did not go to jail. This case highlights sterility of law enforcement when confronted with brazen fraud. Findings Investors fail to monitor hedge fund managers. Fraud was detected late and not through investors. Fraud was unraveled by the economic crises of 2008. The SEC had sued the fund manager. The fund manager consented to making payment to the SEC but did not make any payments. The SEC could not bring evidence to criminally charge the fund manager. Research limitations/implications The findings based on the case study are valuable to investors and hedge fund industry stakeholders. The findings are not based on an empirical study. Practical implications Investors need to carefully vet all hedge fund managers before allocating and funds and understand how managers make money through the claimed strategy. Also, there are limitations to law enforcement even with confronted with profound fraud schemes. Originality/value The case was built up from public sources to benefit investors considering making allocations to hedge fund managers. The public information about the case is of either legalistic or journalistic in nature.
16
Li, Jin, i Niko Matouschek. "Managing Conflicts in Relational Contracts". American Economic Review 103, nr 6 (1.10.2013): 2328–51. http://dx.doi.org/10.1257/aer.103.6.2328.
Pełny tekst źródłaStreszczenie:
A manager and a worker are in an infinitely repeated relationship in which the manager privately observes her opportunity costs of paying the worker. We show that the optimal relational contract generates periodic conflicts during which effort and expected profits decline gradually but recover instantaneously. To manage a conflict, the manager uses a combination of informal promises and formal commitments that evolves with the duration of the conflict. Finally, we show that liquidity constraints limit the manager's ability to manage conflicts but may also induce the worker to respond to a conflict by providing more effort rather than less. (JEL C73, D74, D86, J33, J41, M12)
17
MacAvoy, Thomas C. "Managers at Work: Choosing an Alliance Manager". Research-Technology Management 40, nr 5 (wrzesień 1997): 12–14. http://dx.doi.org/10.1080/08956308.1997.11671150.
Pełny tekst źródła
18
Harung, Harald S. "Total management: integrating manager, managing and managed". Journal of Managerial Psychology 11, nr 2 (1.03.1996): 4–21. http://dx.doi.org/10.1108/02683949610110523.
Pełny tekst źródłaStreszczenie:
There is an accelerating need for expanded awareness in today’s management as the task of the manager becomes increasingly complex. Presents a holistic model based on an on‐going interaction of a few fundamental components selected to represent management: goal, quality, productivity, profit, marketing, services and goods. These components range from abstract and expanded to concrete and restricted. Argues that there is an imbalanced focus on the last items listed. The different components of management are linked to different levels of human awareness: identity, feeling, intellect, mind, desire, senses and action. Research has shown that few managers have developed conscious contact with deeper levels of awareness, beyond the intellect. Total management requires simultaneous and spontaneous conscious awareness of all levels. In order to operationalize more holistic management, there is a need to supplement traditional education and human resource development (HRD) with a practical technology to enhance the wakefulness of the manager.
19
Komala, Vira Yulia Tiesna, i Chandra Hendriyani. "Analisis Leverage Strategy dengan Model 5E untuk Assistant Manager Sekretariat dalam mendukung tugas Manajer". EFISIENSI - KAJIAN ILMU ADMINISTRASI 17, nr 2 (31.08.2020): 111–26. http://dx.doi.org/10.21831/efisiensi.v17i2.32095.
Pełny tekst źródłaStreszczenie:
Analisis Leverage Strategy dengan Model 5E untuk Assistant Manager Sekretariat dalam mendukung tugas Manajer. Tujuan penelitian: (1) Implementasi leverage strategy model 5E di PT PLN (Persero) UID Jawa Barat; (2) Penerapan leverage strategy model 5E pada jabatan Assistant Manager Sekretariat; (3) Peran Assistant Manager Sekretariat dalam mendukung tugas Manajer ADFAS PT PLN (Persero) UID Jawa Barat. Penelitian menggunakan metode kualitatif dengan pendekatan deskriptif. Hasilnya menunjukkan bahwa penerapan Leverage Strategy model 5E telah diterapkan oleh PT PLN (Persero) UID Jawa Barat, namun belum mencapai hasil maksimal yang diharapkan. Model 5E tersebut di antaranya Enabler, Enthusiasm, Eduknowledge, Exposure, dan Equity. Penerapan strategi ini dapat mendukung peran Assistant Manager Sekretariat dalam menjalankan wewenang dan perannya sebagai tangan kanan Manajer. This study is entitled Analysis of Leverage Strategy using Model 5E for Assistant Manager in the Secretariat in supporting Manager's work. Research objectives: (1) Implementation of the 5E model strategy leverage at PT PLN UID West Java (Persero); (2) Implementation of the 5E model strategy leverage in the position of Assistant Manager of the Secretariat, (3) The role of the Assistant Manager in supporting the duties of the ADFAS Manager of PT PLN (Persero) UID Jawa Barat. This research uses a qualitative method with a descriptive approach. The results show that the implementation of the Leverage Strategy model 5E has been implemented by PT PLN (Persero) UID Jawa Barat, but has not reached the maximum results that expected. The 5E models include Enabler, Enthusiasm, Eduknowledge, Exposure, and Equity. The implementation of this strategy supports the role of Assistant Manager in the Secretariat in exercising his authority and role as the Manajer's right hand.
20
Gulbrandsen, Trygve. "Flexibility in Norwegian Family-Owned Enterprises". Family Business Review 18, nr 1 (marzec 2005): 57–76. http://dx.doi.org/10.1111/j.1741-6248.2005.00030.x.
Pełny tekst źródłaStreszczenie:
This article discusses whether family ownership affects a firm's adoption of flexible manpower and organization practices. The results presented in the article show that the important divide is not between family-owned and nonfamily businesses: family businesses with a professional top manager differ from nonfamily firms only as regards one of seven flexibility measures. More important is whether the owners choose to be in charge of the day-to-day running of the firm themselves (owner-management) or leave it to a professional manager. In owner-managed family businesses, five out of seven practices for increased flexibility prevail less frequently than in both family businesses with a professional manager and nonfamily firms. Owner-managers are, then, more skeptical of adopting new management principles and personnel policies than are professional managers.
21
Cech, Petr, i Karel Chadt. "Project Manager And His/Her Competencies". International conference KNOWLEDGE-BASED ORGANIZATION 21, nr 1 (1.06.2015): 165–69. http://dx.doi.org/10.1515/kbo-2015-0027.
Pełny tekst źródłaStreszczenie:
Abstract Competencies of a project manager are formed by a set of knowledge, skills, related experience, and ways of behaviour and attitudes. It is a way by which a project manager asserts his/her own professional knowledge to terminate a project successfully. There are different ways of a competencies division. Authors of this contribution focused on basic competencies and high performance competencies. Basic competencies of a project manager are comprehended as knowledge and skills that are indispensable for an own performance of managerial work. High performance competencies are relatively stable demonstrations of behaviour, by using them teams leaded by a project manager reach outstanding results. In contemporary entrepreneurial environment that is characterized by a high dynamics of changes, market globalization, strong competition and short time of launching technologies the basic competencies are not sufficient enough for a project manager. High performance competencies enable the project managers to manage effectively in contemporary turbulent environment. The competent project manager performs above standard, excellent performance.
22
Benazir i Dandi. "RISIKO PENERAPAN AKAD MUDHARABAH DALAM PENGELOLAAN TAMBAK UDANG (Studi Kasus: Kemukiman Gampong Lhang)". HEI EMA : Jurnal Riset Hukum, Ekonomi Islam, Ekonomi, Manajemen dan Akuntansi 1, nr 2 (28.06.2022): 33–45. http://dx.doi.org/10.61393/heiema.v1i2.71.
Pełny tekst źródłaStreszczenie:
The form of cooperation agreement made by managers and investors of shrimp ponds in the Gampong Lhang Village is to provide loans to managers who are considered feasible and trustworthy to manage the ponds with an agreement that the capital will be fully provided by the pond owners. The profit sharing process is explained at the time of the agreement between the pond owner and the manager, the profit sharing is 70% for the manager while 30% for the owner, but there are also some who share 40% for the owner while 60% for the manager, in this case more profit is given to the manager because of course the responsibility is heavier felt by the manager. The mudharabah contract carried out by the community is in accordance with sharia, because the basic concept of the contract is that there is an agreement between the two parties and no party is forced to enter into the cooperation agreement, therefore this contract can be said to be valid, unless there is one party who feel compelled or threatened to do the contract, then this is not allowed in Islam of course.
23
Gyory, J. T., K. Kotovsky i J. Cagan. "Is It Human or Is It Artificial Intelligence? Discerning the Impact and Effectiveness of Process Managers Based on the Manager's Identity". Proceedings of the Design Society 2 (maj 2022): 1579–88. http://dx.doi.org/10.1017/pds.2022.160.
Pełny tekst źródłaStreszczenie:
AbstractThis work studies the perception of the impacts of AI and human process managers during a complex design task. Although performance and perceptions by teams that are AI- versus human-managed are similar, we show that how team members discern the identity of their process manager (human/AI), impacts their perceptions. They discern the interventions as significantly more helpful and manager sensitive to the needs of the team, if they believe to be managed by a human. Further results provide deeper insights into automating real-time process management and the efficacy of AI to fill that role.
24
Sylvie, George. "Departmental Influences on Interdepartmental Cooperation in Daily Newspapers". Journalism & Mass Communication Quarterly 73, nr 1 (marzec 1996): 230–41. http://dx.doi.org/10.1177/107769909607300120.
Pełny tekst źródłaStreszczenie:
A survey of Ohio daily newspaper department heads shows that interdepartmental differences about cooperation exist. Managers do positively distinguish their departments from others while agreeing on the role of goals in interdepartmental troubles. And how much cooperation a manager believes is needed - as well as the perception of which departments are or are not cooperative-depends on, to some degree, what department that manager manages. Still, departmental affiliation plays a negligible role in determining existing levels of cooperation. News managers generally named advertising as the most difficult department, while advertising said the same about news. Circulation was named most cooperative department.
25
Mak, Ka-Hi May, Louise Kippist, Terry Sloan i Kathy Eljiz. "What Is the Professional Identity of Allied Health Managers?" Asia Pacific Journal of Health Management 14, nr 1 (14.04.2019): 58. http://dx.doi.org/10.24083/apjhm.v14i1.219.
Pełny tekst źródłaStreszczenie:
Objective: This paper explores the professional identity (PI) of Allied Health Managers (AHMs) and how their identity is typically constructed.
Methods: A qualitative research methodology utilising semi-structured interviews was employed for this research. Thematic analysis was used to extract relevant data from the transcripts.
Settings: The study was undertaken in five acute hospitals within one of the largest metropolitan Local Health Districts in New South Wales, Australia. A total of sixteen AHMs and deputy AHMs were interviewed.
Results: Three key themes identified were: PI of AHM, motivation of becoming a manager, and construction of their identity. Factors motivating AHMs to follow a management pathway were identified as being a natural progression and having interest in high-level decision-making. Despite AHMs sharing similar role conflict as the medical managers, they adapted to hybrid manager roles with minimal resentment. They also adopted to the hybrid manager role with a positive, realistic and flexible perspective.
Conclusion: Despite facing role conflict as a hybrid-professional-manager, AHMs manage the transition from clinicians to managers with a positive approach. This indicates that AHMs may require certain skills or characteristics to successfully construct their PI.
26
Thue, David, Vadim Bulitko i Howard Hamilton. "Implementation Cost and Efficiency for AI Experience Managers". Proceedings of the AAAI Conference on Artificial Intelligence and Interactive Digital Entertainment 9, nr 4 (30.06.2021): 97–100. http://dx.doi.org/10.1609/aiide.v9i4.12631.
Pełny tekst źródłaStreszczenie:
The study of Artificial Intelligence (AI) experience managers seeks to create software agents that can support compelling, interactive user experiences without needing any online guidance from human experts. Evaluating the utility of such AI managers is important in both academia and industry, both for measuring our progress in the field and for estimating a given manager's practical viability. While several methods have been studied that evaluate a manager's effectiveness, relatively few have explored the question of how costly a manager might be to implement in practice. We explore the latter question in this paper, presenting a formal way to estimate the cost of implementing an AI experience manager at scale.
27
PHILLIPS, CAROL Y., JAYNE A. CARSON, CELINE M. HUGGINS i BRENDA WADE. "Care Manager / Nurse Manager". Nursing Management (Springhouse) 24, nr 10 (październik 1993): 26???28. http://dx.doi.org/10.1097/00006247-199310000-00007.
Pełny tekst źródła
28
Meroño-Cerdán, Ángel L., i Carolina López-Nicolás. "Women in management: Are family firms somehow special?" Journal of Management & Organization 23, nr 2 (12.01.2017): 224–40. http://dx.doi.org/10.1017/jmo.2016.67.
Pełny tekst źródłaStreszczenie:
AbstractFirms managed by women present some differences in organizational conditions in terms of type of business and manager profile. The aim of this study is to check if those differences persist in family firms where the presence of female managers is higher, especially in second or subsequent generation family firms, than in non-family firms. The results reveal that family firms run by women are not smaller, but are concentrated in the services sector like non-family firms. Regarding the manager profile there are no differences either in the level of training or the age of female managers. They possess, however, less management experience but only in first generation family firms. In sum, gender differences in the type of business and in the manager profile found in the management literature disappear in family firms, only a sectoral gender effect persists.
29
LANDSPERGER, JOHANNES, PATRICK SPIETH i SVEN HEIDENREICH. "HOW NETWORK MANAGERS CONTRIBUTE TO INNOVATION NETWORK PERFORMANCE". International Journal of Innovation Management 16, nr 06 (30.11.2012): 1240009. http://dx.doi.org/10.1142/s1363919612400099.
Pełny tekst źródłaStreszczenie:
Innovation networks that aim at the joint development of products, services or processes represent a particular form of inter-organizational business networks. In order to yield useful results from these collaborations, networks need to be managed thoroughly. By appointing a dedicated network manager to administrate, coordinate, and regulate, the management of tasks is bundled and centralized within a single entity. However, to the best knowledge of the authors, no empirical research has yet been conducted, investigating the impact of a network manager's availability, relevance, and influence on network performance. Using the interaction-oriented network approach as conceptual foundation, we analyze network managers' direct and indirect influence on the network's relational and goal achievement performance. Our results suggest that a network manager enhances innovation network's core management functions, which in turn improve the relational performance (RP). Moreover, RP was found to significantly drive the goal achievement performance (GAP).
30
Jaafar, Syamim, i Nor Aini Hj. Salleh. "A REVIEW OF PROPERTY MANAGER’S COMPETENCY IN MANAGING GREEN BUILDING". Malaysian Journal of Sustainable Environment 3, nr 2 (31.12.2017): 31. http://dx.doi.org/10.24191/myse.v3i2.5590.
Pełny tekst źródłaStreszczenie:
The insufficient property manager competency in handling operation and maintenance work often overshadows the benefits from green building development. The uniqueness of green building design makes it different with traditional building and need expertise to handle it. Thus, this study intends to determine the competencies required by property manager in managing green buildings. The reviews from previous research were conducted and study indicates four main competency elements, which are knowledge, skill, ability and other characteristics for property managers to manage green buildings. This research gives a significant impact for property managers in providing an effective and efficient green building management.
31
Puji Isyanto. "PENGARUH KOMITMEN DAN IMPLEMENTASI TOTAL QUALITY MANAGEMENT (TQM) TERHADAP KINERJA MANAJERIAL DI KAWASAN INDUSTRI KARAWANG". Jurnal Manajemen & Bisnis Kreatif 5, nr 1 (1.10.2019): 32–49. http://dx.doi.org/10.36805/manajemen.v5i1.823.
Pełny tekst źródłaStreszczenie:
This study aims to find the influence of the manager's commitment and implementation of total quality management (TQM) to managerial performance in companies in the industrial area Karawang. This study uses a survey of 158 managers in the company-company industrial area of the city of Karawang. The data used in this study, consisting of primary data obtained through the results of questionnaires and secondary data which supports research that studies literature and journals. Testing hypotheses using path analysis. Based on the results of the study found that: (1). A significant difference between the manager's commitment to the Managerial Performance, (2) There is a significant relationship between Total Quality Management Implementation of the Managerial Performance and (3). A significant difference between commitment and implementation manager of the Total Quality Management Company Operation Manager Performance.
Keywords: commitments manager, implementation of TQM, and company operation manager performance
32
Armstrong-Stassen, Marjorie, Michelle Freeman, Sheila Cameron i Dale Rajacic. "Nurse managers’ role in older nurses’ intention to stay". Journal of Health Organization and Management 29, nr 1 (16.03.2015): 55–74. http://dx.doi.org/10.1108/jhom-02-2013-0028.
Pełny tekst źródłaStreszczenie:
Purpose – The purpose of this paper is to propose and test a model of the underlying mechanisms linking perceived availability of human resource (HR) practices relevant to older nurses and older nurses’ intentions to stay with their hospitals. Design/methodology/approach – Quantitative data were collected from randomly selected older registered nurses (N=660) engaged in direct patient care in hospitals in Canada. Structural equation modelling was used to test the hypothesized model. Findings – The relationship between perceptions of HR practices (performance evaluation, recognition/respect) and intentions to stay was mediated by the perceived fairness with which nurse managers managed these HR practices and nurse manager satisfaction. When nurse managers were perceived to administer the HR practices fairly (high perceived procedural justice), older nurses were more satisfied with their nurse manager and, in turn, more likely to intend to stay. Research limitations/implications – The cross-sectional research design does not allow determination of causality. Practical implications – It is important that nurse managers receive training to increase their awareness of the needs of older nurses and that nurse managers be educated on how to manage HR practices relevant to older nurses in a fair manner. Equally important is that hospital administrators and HR managers recognize the importance of providing such HR practices and supporting nurse managers in managing these practices. Originality/value – The findings increase the understanding of how HR practices tailored to older nurses are related to the intentions of these nurses to remain with their hospital, and especially the crucial role that first-line nurse managers play in this process.
33
Pramono, Setya. "FAKTOR YANG MEMPENGARUHI PORSI PEMBIAYAAN BAGI HASIL (STUDI PADA BANK PEMBIAYAAN RAKYAT SYARIAH DI DIY DAN JAWA TENGAH)". Journal Competency of Business 3, nr 1 (1.07.2019): 34–50. http://dx.doi.org/10.47200/jcob.v3i1.668.
Pełny tekst źródłaStreszczenie:
This study examines conceptual and empirical models regarding Manager Skills, Sharia Compliance, Characteristics of Islamic Banks, Manager's Perceptions of Islamic Bank Internal SDI, Manager's Perceptions of Customer Characteristics, Manager's Perceptions of the Existence of Regulation, Manager's Perceptions of Government Support for the Portion of Profit Sharing Financing in Sharia People's Financing Bank The selection of research locations was carried out by means of a simple random proportional technique (proportional simple random sampling). The sampling technique used in this research was purposive sampling. In this study there were 36 BPRS in DIY and Central Java, then five people were taken as respondents for each BPRS consisting of the Board of Directors, the Sharia Supervisory Board, Marketing Manager, Operations Manager (Financing Manager) and Customer Service. So the number is 180 (one hundred and eighty) respondents. As for the object of the assessment is the Operations Manager / Funding Manager, considering that this research is related to the portion of profit sharing financing.
The results showed that 1) Manager's conceptual skills had a positive effect on the portion of profit-sharing financing in BPR Syariah 2) Manager's technical skills had a positive effect on the portion of profit-sharing financing in BPR Syariah 3) Manager's social skills had a positive effect on the portion of profit-sharing financing in BPR Syariah 4 ) Managers' perceptions about the internal SDI of Islamic banks have a positive effect on the portion of profit-sharing financing in Islamic BPR Sharia BPR 7) There is no influence of the characteristics of Islamic banks on the portion of profit sharing financing in Sharia BPR 8) There is no effect of sharia compliance on the portion of profit sharing financing in Islamic BPR face the portion of profit sharing financing in Sharia BPR
34
Suryani, Pudji Muljono, Djoko Susanto i Sri Harijati. "Factors Affecting the Capacity of Green Gang Managers in the Utilization of Yards for Green Open Space in Jakarta". ENDLESS : International Journal of Future Studies 4, nr 2 (13.06.2021): 149–62. http://dx.doi.org/10.54783/endless.v4i2.73.
Pełny tekst źródłaStreszczenie:
This study aims to identify the Green Gang Manager capacity level and analyze the factors that affect the Green Gang Manager capacity in Jakarta. The technique of research includes a survey approach for 340 respondents in DKI Jakarta Province from 2,236 Green Gang Managers. Research in the five administrative towns of central Jakarta, East Jakarta, West Jakarta, South Jakarta and North Jakarta has been undertaken between December 2019 and February 2020. Techniques for data collecting through open interviews, in-depth interviews and focus group discussions. Inferential data analysis. Data analysis. PLS and Logical model analysis using Structural Equation Modeling (SEM). The results showed that the capacity of Green Gang Managers in DKI Jakarta Province was in the medium category. This indicates that the Green Alley Manager's capacity level is quite understanding regarding utilizing Green Open Space. Green Gang Managers' ability is influenced significantly and effectively by individual properties, support of stakeholders and Green Gang managers' involvement. Non-formal training and motivation are personal attributes that affect Green Gang Manager skills. The role of the government, the part of the community, the role of the media and the role of extension workers are all stakes that influence the capacity of the Green Gang manager. Planning, implementation, using outcomes and evaluation are the level of participation that influences the capacity of Green Gang managers.
35
Laily, Nujmatul, i Sulikah. "PELATIHAN REFERENCE MANAGER BAGI MAHASISWA AKUNTANSI". Batuah: Jurnal Pengabdian kepada Masyarakat 1, nr 2 (5.12.2021): 30–39. http://dx.doi.org/10.33654/batuah.v1i2.1376.
Pełny tekst źródłaStreszczenie:
The lack of understanding of Accounting students about reference managers motivated this training. The objectives of implementing this training program are: a). Provide training to Accounting students who are taking their thesis on how to properly cite scientific papers using a reference manager, especially the Mendeley; b). Train and assist Accounting students in making citations and bibliography. The method used adopts the steps in the action research, namely planning, acting, observing and reflecting. The reference manager training activity for Accounting students can be said to be successful because through this training participants claimed to be helped in installing and running reference managers, especially Mendeley. Participants are also able to simulate the correct way of doing citations. Participants considered that this activity was very useful for them, especially for those who were taking their thesis because it could make it easier for them to manage their references.
36
Luchko, H. Y., i I. V. Kohut. "Leadership Qualities in Project Management". Business Inform 6, nr 521 (2021): 240–45. http://dx.doi.org/10.32983/2222-4459-2021-6-240-245.
Pełny tekst źródłaStreszczenie:
This article is aimed at researching the phenomenon of leadership, analyzing the qualities of project leaders and defining the key qualities that project managers should have to effectively manage teams and achieve maximum results. The article defines that in order to ensure effective management of the project team with dynamic changes in the external environment, the project manager must be not only a director, but also a leader at the same time. It is precisely the leadership qualities of the project manager, which provide the ability to coordinate the team’s work in such a manner that certain results be achieved, i.e., the expectations of the main stakeholders be fulfilled or exceeded. The article examines the most characteristic traits inherent in leaders, which are highlighted by various researchers of the «traits theory». It is determined that of importance for a project manager is not only certain traits of the leader, but also professional competence. The criteria for assessing the level of competence of project managers in accordance with the ICB4 standard, as well as the necessary skills in relation to the individual competence of «Leadership», are specified. The main qualities and skills of the leader-manager according to the latest version of the PMBOOK project management standard are also considered. The research carried out by the authors resulted in distinguishing the most important qualities of the leader, which, combined with the necessary professional knowledge and skills, will allow project managers to become successful and effective in team cohesion to achieve the best results in project activities. The traits allocated as result of the research, such as responsibility, perseverance, ability to cooperate, kindness and others, will allow project managers to be successful leaders of their teams and to effectively manage projects and programs.
37
Ahmad Noorhani, Nur Maizura, i Arniatul Aiza Mustapha. "Interior Design Practice: Project Management Competency Framework". Built Environment Journal 18, nr 1 (10.03.2021): 98. http://dx.doi.org/10.24191/bej.v18i1.12991.
Pełny tekst źródłaStreszczenie:
Currently, a role for a creative or visually appealing interior designer has also includes project management. One of the project's primary roles is for the interior design manager is to successfully deliver to the client. Additionally, project managers are measured for their capability to deal with day-to-to-day activities as well as projects. This study shares the required competencies project managers and interior designers to qualify as a project manager in the field of design. This paper examines the 27 competencies required of an interior project manager and highlights the value of competence in these three areas: functional, contextual, and behavioral. Competence as a project manager is assessed using questionnaires. The review and data collection of the results later helps support competency skills, which then diminishes the value of competency activities. From the analysis of the results, it follows that the project validity of the manager's knowledge increases project efficiency. Following the findings, new guidelines are implemented to further and more generally define the nature of the research.Keywords: interior design practice, project management competency
38
TING, MICHAEL M. "Whistleblowing". American Political Science Review 102, nr 2 (maj 2008): 249–67. http://dx.doi.org/10.1017/s0003055408080192.
Pełny tekst źródłaStreszczenie:
By skipping managers and appealing directly to politicians, whistleblowers can play a critical role in revealing organizational information. However, the protection of whistleblowers can affect managers' abilities to provide employees with incentives to exert effort. This paper explores this tradeoff with a model of agency decision-making under incomplete information. In the game, an employee's effort determines a project's quality, and a manager chooses whether to approve the project and discipline the employee. The employee and politician wish for only “good” projects to be approved. By whistleblowing, an employee reveals the quality to a politician outside of the organization, who may override the manager's decision. A key finding is that from the politician's perspective, the benefits of whistleblower protections depend on the preferences of the manager. If the manager is inclined toward approving projects, then the costs of lower employee effort may outweigh the informational benefits of whistleblowing. The optimal policy may then be to ban whistleblowing. By contrast, when the manager is inclined toward rejecting projects, whistleblower protections prevent him or her from suppressing effort and are unambiguously beneficial.
39
Dékány, Kornélia Éva. "Game theory for managers and mechanical manager students". Teaching Mathematics and Computer Science 16, nr 1 (sierpień 2018): 73–91. http://dx.doi.org/10.5485/tmcs.2018.0445.
Pełny tekst źródła
40
Dźwigoł, Henryk, i Dariusz Dźwigoł. "Interim manager: identifcation of special tasks managers’ competencies". Scientific Papers of Silesian University of Technology. Organization and Management Series 2018, nr 120 (2018): 65–72. http://dx.doi.org/10.29119/1641-3466.2018.120.5.
Pełny tekst źródła
41
Zhang, Y., i R. C. Feiock. "City Managers' Policy Leadership in Council-Manager Cities". Journal of Public Administration Research and Theory 20, nr 2 (10.07.2009): 461–76. http://dx.doi.org/10.1093/jopart/mup015.
Pełny tekst źródła
42
Hall, Curtis M., i Roberto Pedace. "Do Managers Matter? Manager Effects on Organization Performance". Managerial and Decision Economics 37, nr 8 (4.06.2015): 541–51. http://dx.doi.org/10.1002/mde.2743.
Pełny tekst źródła
43
Spagnuolo, Claudia, i Graziano Trasarti. "Program Manager vs Property Manager". PROJECT MANAGER (IL), nr 37 (luty 2019): 18–21. http://dx.doi.org/10.3280/pm2019-037004.
Pełny tekst źródła
44
Najar, Boushara Waked. "Management Styles - Management Combines". Journal of Education and Culture Studies 4, nr 3 (17.06.2020): p14. http://dx.doi.org/10.22158/jecs.v4n3p14.
Pełny tekst źródłaStreszczenie:
A manager who wants to be a good manager must choose a management style that suits him and the atmosphere that surrounds him so that he can match the situation. A good manager is a manager who handles the design and construction of the team that surrounds him, and he must also handle his organizational processes in order to achieve the desired goals. The characteristics of the manager that he must know how to produce a group atmosphere and cooperation. Also he should have a balanced self-vision. (Management of inadequate reasons and treatment, Edges, 1979). A good manager should be interested in having his organization run in a way that allows him the cooperation and the teamwork and it is important that the manager should be one of the team members. Research Question: How do care managers to combines people and tasks in different Organizations? The good and effective manager is the one who can manage his organization in cooperation between the employees and he needs to have an interrelationship between them and that he believes in his team, he must also provide them with the best professional conditions for the success of the organization and the tasks. Therefore, an effective and integrated manager will have the ability to cooperate and be able to lead people and motivate them instead of managing them and imposing tasks on them and carrying out the tasks out of subordination and fear.
45
Piumatti, Davide, Andrea Galletto i Flavio Castagno. "High-reliability uninterruptible power supply manager for critical virtualization cluster". International Journal of Power Electronics and Drive Systems (IJPEDS) 15, nr 2 (1.06.2024): 1117. http://dx.doi.org/10.11591/ijpeds.v15.i2.pp1117-1127.
Pełny tekst źródłaStreszczenie:
Information technology servers are complex, delicate, and expensive systems; power grid interruption is one of the possible causes that can lead to hardware damage or logical disk structure damage, with severe consequences. Moreover, a power grid drop causes a sudden interruption of the services managed by a server. Uninterruptible power supplies (UPS) provide backup power when the regular power grid source drops. UPSs can only maintain a server for a short time. Therefore, it is necessary to introduce a blackout manager who can correctly shut down the server activities. Moreover, the manager must be able to restore the servers' status when the electrical grid power returns to its normal state. This paper proposes a possible UPS power manager able to manage servers during a prolonged electrical blackout. The UPS power manager identifies the blackout and keeps the servers safe by saving their state and shutting them down properly. Following the power grid restoration, the UPS power manager restarts the servers and restores their state. The proposed approach has been evaluated on a virtualization cluster used for critical activities at the Politecnico di Torino.
46
Hawkins, Anne, Kelly Carter i Mary Nugent. "Nurse Manager Orientation". AACN Advanced Critical Care 20, nr 1 (1.01.2009): 55–70. http://dx.doi.org/10.4037/15597768-2009-1008.
Pełny tekst źródłaStreszczenie:
On the basis of the principles of management and leadership, our organization has worked over the years to formalize the orientation program for new nurse managers. This program meets the needs of new nurse managers and responds to today’s complex health care system needs. This article describes the components of a nurse manager orientation program for the novice nurse manager and methods for evaluating nurse manager effectiveness.
47
Handiyani, Hanny, Allenidekania Allenidekania i Tris Eryando. "HUBUNGAN PERAN DAN FUNGSI MANAJEMEN KEPALA RUANGAN DENGAN KEBERHASILAN PELAKSANAAN PROGRAM PENGENDALIAN INFEKSI NOSOKOMIAL". Jurnal Keperawatan Indonesia 8, nr 2 (24.04.2014): 54–61. http://dx.doi.org/10.7454/jki.v8i2.148.
Pełny tekst źródłaStreszczenie:
AbstrakArtikel ini merupakan hasil penelitian yang bertujuan untuk membuktikan adanya hubungan peran dan fungsi manajemen kepala ruangan (karu) dengan faktor keberhasilan kegiatan pengendalian infeksi nosokomial (IN). Metoda yang digunakan adalah deskriptif analitik secara cross sectional. Responden penelitian adalah total populasi karu rawat inap (N=43) di suatu rumah sakit (RS). Hasil penelitian yang menggunakan force model menunjukkan adanya hubungan bermakna antara peran dan fungsi manajemen karu dengan faktor keberhasilan kegiatan pengendalian IN. Dari analisis multivariat tanpa force model didapatkan bahwa karu yang melakukan fungsi perencanaan yang baik berpeluang meningkatkan keberhasilan pengendalian IN 8,997 kali dibandingkan dengan karu yang melakukan fungsi perencanaan kurang baik setelah dikontrol oleh usia dan masa kerja sebagai karu. Karu yang melaksanakan fungsi pengarahan dengan baik berpeluang meningkatkan keberhasilan pengendalian IN 21,411 kali dibandingkan karu yang berfungsi pengarahan kurang baik setelah dikontrol oleh usia dan masa kerja sebagai karu. Rekomendasi untuk pihak manajer keperawatan RS agar meningkatkan peran dan fungsi karu sebagai manajer terdepan di ruang rawat melalui dukungan kebijakan dan fasilitas yang mendukung upaya tersebut. AbstractThis article are study aimed to find the correlation between the role and function of management of ward manager and the achievement of nosocomial infection control activities. The descriptive analytical method with cross sectional approach was used in this study. Total population of 43 ward managers of a hospital as the respondent. The findings with used force model showed that there was significant correlation between the role and function of management of ward manager and the achievement of nosocomial infection control activities. Multivariate analysis without force model showed that the ward manager who performed their planning function effectively could increase the achievement of nosocomial infection control 8,977 times more than the ward manager who did not perform their planning function effectively. Furthermore, the ward manager who performed their directing function effectively could increase the achievement of nosocomial infection control 21,411 times more than the ward manager who did not perform their directing function effectively. Based on the results, it is recommended that the ward manager as the front line of managers in the hospital to improve their role and function in controlling nosocomial infection.
48
MASSEY, GRAHAM R., i ELIAS KYRIAZIS. "INTERDEPENDENCE AND COMMUNICATION BETWEEN TECHNICALLY TRAINED MANAGERS AND MARKETING MANAGERS DURING INNOVATION PROJECTS". International Journal of Innovation Management 18, nr 03 (19.05.2014): 1440003. http://dx.doi.org/10.1142/s1363919614400039.
Pełny tekst źródłaStreszczenie:
Interdependence between Technically Trained Managers and Marketing Managers in new product development (NPD) teams is inherent, though few studies have investigated its effects within such teams. Here, interdependence is disaggregated into two underlying dimensions — the dependence of the Technically Trained Manager on the Marketing Manager, and the dependence of the Marketing Manager on the Technically Trained Manager during the project. Our model is tested using data from 184 Technically Trained Managers from Australian companies involved in NPD. The results suggest that interdependence is an important contextual variable during NPD projects. Senior managers should communicate its importance to NPD team members because of its positive effects within the NPD team. Where the Technically Trained Manager and Marketing Manager recognise their interdependence, they engage in more frequent, and more bidirectional communication. This is important because more effective communication between these two managers positively influences the quality and effectiveness of their working relationships, which in turn can increase NPD project success.
49
Powell, Gary N., i Yasuaki Kido. "Managerial Stereotypes in a Global Economy: A Comparative Study of Japanese and American Business Students' Perspectives". Psychological Reports 74, nr 1 (luty 1994): 219–26. http://dx.doi.org/10.2466/pr0.1994.74.1.219.
Pełny tekst źródłaStreszczenie:
This study examined stereotypes of American managers, Japanese managers, and a “good manager” held by 264 Japanese and 249 American business students. Although neither the American nor Japanese managerial stereotype resembled that of a good manager in either sample, the stereotypes of a good manager were considerably different for these samples. Japanese students' preferences for a Japanese versus an American manager were consistent with their beliefs about who was the better manager. American students' preferences were less consistent.
50
Beggs, Joyce, Dorothy C. Doolittle i Diane Garsombke. "Work value orientations and patterns: A comparison of future managers with manager and non-manager groups". International Journal of Value-Based Management 8, nr 3 (1995): 289–300. http://dx.doi.org/10.1007/bf00942841.
Pełny tekst źródła