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1
Thakur, Ramendra, Dena Hale, and Dhoha AlSaleh. "Manager’s report: organizational culture & strategy association." foresight 20, no. 4 (August 13, 2018): 375–92. http://dx.doi.org/10.1108/fs-02-2018-0015.
Анотація:
Purpose Strategy and organizational culture are indispensable for success within a business. Both behavioral scientists and practitioners have shown keen interest in understanding the association between culture and strategy; however, no strong consensus has been formed about this relationship. This paper aims to shed light on this relationship by answering the following questions: Is organizational culture separable from its strategies? Is there an association between organizational culture and strategy? Design/methodology/approach Using a sample of 496 service managers, this study empirically examines the relationship between culture and strategy. Due to the nature of the data, cross-tabulation research method was used for analysis and to check the association between organizational culture and strategy. Findings Results indicate that successful firms with a bureaucratic and innovative culture may demonstrate any of the four examined strategies (command, rational, transactive and generative). The results also suggest that successful firms with a supportive culture will likely use a transactive or generative strategy. Overall, the results found that all four strategies are associated with each of the three corporate cultures, except for the supportive culture-command strategy and supportive culture-rational strategy dyads. Originality/value There are diverse views about the organizational culture-strategy relationship; however, no strong consensus has been formed about this relationship. Using managerial data collected from service industry, this study examines the relationship between three organizational cultures, namely, bureaucratic, supportive and innovative, and four different types of strategies, namely, specially command, rational, transactive and generative.
2
OGANYAN, Karina. "Characterizing the Impact of Organizational Culture on the Manager Leadership Qualities." WISDOM 12, no. 1 (June 29, 2019): 26–37. http://dx.doi.org/10.24234/wisdom.v12i1.232.
Анотація:
The article presents the outcomes of sociological research to identify: the influence of organizational culture on the managers’ leadership qualities and the interdependence of management style and leader’s personality type of the Saint-Petersburg social services and organizations. It was revealed that the organizational culture type in the considered social institutions has a bureaucratic character; authoritarian management style predominates; the majority of branch managers are leaders with organizational skills.
It is determined that the passionate manager’s personality type controls organization in an innovative-analytical style, which contributes to a greater activity efficiency. Such leaders are active, focusing on innovative work methods, encourage innovation, modern technologies and high performance, successfully apply brainstorming.
Thus, the manager’s personality integral model is empirically tested and substantiated through sociological research.
3
Ramish, Asher, Haris Aslam, and Sabtain Liaquat. "Impact of Manager’s Social Commitment on Organization’s Social Performance Influenced by Socially Sustainable Supply Chain Practices and Sustainability Culture." Indonesian Journal of Sustainability Accounting and Management 5, no. 1 (June 30, 2021): 45–56. http://dx.doi.org/10.28992/ijsam.v5i1.278.
Анотація:
The social dimension of sustainability in supply chain management is significant but less prominent. This study investigates the role of a manager’s social commitment in achieving an organization’s social performance. A model with four constructs was developed to study the impact of the manager’s social commitment on social outcomes. Research was carried out on Pakistani firms through a survey-based questionnaire. From a total of 360 respondents (managers of Pakistani organizations) identified initially, 158 sent their responses after repeated follow-ups. Structural Equation Modeling was used for data analysis. The results show that socially committed managers play a significant role in achieving organization’s social performance. Furthermore, implementing social sustainable supply chain practices mediates the relationship between manager’s social commitment and organization’s social performance. This study shows that an organization’s culture promotes the implementation of social practices and helps managers adopt social responsive activities and achieve social outcomes. Additionally, this study along with theoretical support to understand the manager’s role in changing the business environment to resolve emerging social issues and improve the firm’s reputation, also provides empirical evidence from a developing country’s perspective, supported by the significant results.
4
Balan, Oleksandr, Maryna Shepel, and Liliia Savelich. "Healthcare Institution Manager’s Deontological Culture as a Component of the Professional Image." Economics: time realities 6, no. 64 (December 27, 2022): 14–24. http://dx.doi.org/10.15276/etr.06.2022.2.
Анотація:
The article deals with the healthcare institution manager’s deontological culture as one of the components of the professional image. It has been emphasized that the scientific and methodological literature presents scientists’ extensive ideas regarding the issues of deontological culture, image, professional culture, and professional ethics. The aim of the article was to determine the relationship between the healthcare institution manager’s deontological culture and the professional image. Professional image and deontological culture are interconnected because they are based on moral and ethical principles. The components of a professional image from the standpoint of deontology have been defined as the communication culture, corporate culture, teamwork, leadership qualities, conflict resolution skills. This model implementation is seen through pieces of advice, round tables, workshops and webinars with invited professionals, and discussions.
5
Cherednyakova, Anna Borisovna. "LEADERSHIP AS A COMPONENT OF MARKETING MANAGER’S IMAGE CULTURE." Sovremennye issledovaniya sotsialnykh problem, no. 6 (June 30, 2016): 64. http://dx.doi.org/10.12731/2218-7405-2016-6-64-73.
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Khawam, Abdullah A., and Nancy S. Bostain. "Project manager’s role in safety performance of Saudi construction." International Journal of Managing Projects in Business 12, no. 4 (December 2, 2019): 938–60. http://dx.doi.org/10.1108/ijmpb-04-2018-0087.
Анотація:
Purpose The purpose of this paper is to address the primary research question, which is what is the relationship between the project manager’s (PM) possession of the Project Management Professional (PMP) certification and the level of the safety culture present in the construction project the PM manages. Design/methodology/approach The research was based on a survey of a purposive sample, 109 engineers and first-line supervisors worked in 23 construction projects of which ten were led by PMP-certified PMs and 13 were led by PMs lacking PMP certification. Each PM completed a demographic questionnaire for the predictor variables of PMP certification controlled for age and experience. To assess the criterion variable of safety culture total score, engineers and first-line supervisors working in the same project completed the questionnaire of safety culture values and practices. Findings Results of this study indicated the level of safety culture was significantly different, and improved, for engineers and first-line supervisors who work under PMs with PMP certification compared to the level of safety culture in projects managed by PMs with no PMP certification. Although alignment of safety culture perceptions among different levels in the organization helps to achieve a positive safety culture, the role of the PM in transferring, implementing and maintaining the safety culture in the construction project is fundamental, particularly in small-to-medium sized enterprises (SMEs). Originality/value This study addressed the role of the PMs managerial skills in the safety performance of Saudi Arabian SMEs. The principal finding was that PMs with managerial skills perform better regarding safety performance in SME construction projects than PMs lacking managerial skills. The primary recommendation is that leaders in construction projects must carefully evaluate engineers’ managerial skills before hiring the individuals as PMs. A PM’s promotion model developed in this study provides a suitable framework and business process component for construction leaders seeking to maintain safety performance successfully.
7
Vance, Leonard, Maria M. Raciti, and Meredith Lawley. "Sponsorship selections: corporate culture, beliefs and motivations." Corporate Communications: An International Journal 21, no. 4 (October 3, 2016): 483–99. http://dx.doi.org/10.1108/ccij-11-2015-0072.
Анотація:
Purpose Sponsorship can be an effective strategic marketing tool yet it attracts criticism as a corporate indulgence shaped by the personal interests of senior executives. While research into the outcomes of sponsorship is extensive, the practices involved in sponsorship selections have been largely ignored. Today, sponsorship selection in large corporations is recommended to be a formal process involving evaluation criteria aligned to corporate policy and strategic priorities. Yet, in reality, corporate culture influences sponsorship selection, as do sponsorship managers’ beliefs about sponsorship types and motivations. The purpose of this paper is to explore sponsorship selection practices and to consider the interplay between corporate culture and sponsorship managers’ beliefs about sponsorship types and their motivations. The findings provide not only new interpretation of the literature but also reveal a detailed picture of sponsorship selection. Design/methodology/approach This exploratory qualitative study comprises in-depth interviews with senior sponsorship managers from eight large Australian companies that use sponsorship as a strategic marketing tactic. Findings This study concludes that the sponsorship selection process is strongly influenced by corporate culture as well as the sponsorship manager’s beliefs about sponsorship types and their motivations. Originality/value This study contributes to the sponsorship management research stream by providing important insights into under-researched factors that influence the sponsorship selection process.
8
Kozak, Agnieszka. "Relationship between job satisfaction and perception of manager’s behavior." Journal for Perspectives of Economic Political and Social Integration 20, no. 1-2 (January 1, 2014): 37–52. http://dx.doi.org/10.2478/v10241-012-0020-8.
Анотація:
Abstract Job satisfaction is related to the match between an individual and the environment. This match gains special significance in the field of values. Behaviours of managers in a given organisation are the exemplification of values but also indicate what is important in a given culture. Since the requirements of corporate culture cause some unification of employees, it seems that for job satisfaction it will be important whether or not managers will ensure them individual treatment. Thus, the objective of the research conducted was to check what managers’ behaviours are most closely related to job satisfaction.
9
Nichifor, Florin. "The identification of the components organizational culture in the camps from Romania." Timisoara Physical Education and Rehabilitation Journal 10, no. 19 (December 1, 2017): 195–200. http://dx.doi.org/10.1515/tperj-2017-0041.
Анотація:
Abstract Culture is considered the vector that influences directly management activity, which must be carried out efficiently and in a professional manner, in order to obtain performances. Knowledge of the models of cultural analysis, elaborated by researchers such as: G. Hofstede, F. Trompenaars, Ed. Hall, etc. constitute a manager’s support to understand cultural specificity and location, be this a country, a region, or an area, in which he or she operates or will operate. Training managers from a cultural point of view has become an important requirement nowadays in Romania, irrespective of whether they work in organisations abroad or in various cultural areas in Romania.
10
Gula, Olena. "Effective education management as a prerequisite for the successful activities of the head of a general secondary education institution." Visnyk of Lviv University. Series Pedagogics, no. 38 (2023): 72–80. http://dx.doi.org/10.30970/vpe.2023.38.11855.
Анотація:
The article outlines the main aspects of managerial activity, the basics of education management in the conditions of the New Ukrainian School, current problems of the professional development of the manager, updating the content of continuous education of the manager (head) of a general secondary education institution in the conditions of reform, formation of management culture and professional competencies of the director of a general secondary education institution while mastering the basics of education management, challenges and tasks facing education, educational institutions, the head of an educational institution, the readiness of managers to manage an educational institution on the basis of modern management theory, the organization of the educational process according to state educational standards in the context of reforming the education system. An analysis of the Standard Program for the Advancement of Qualifications of Heads of Educational Institutions Implementing the New State Standard of Basic Secondary Education was carried out. The relevance of the development and implementation of the Model Program, compliance with rapid changes in the socio-economic and political life of the country, the challenges of globalization, digitalization, and the gradual transition to the decentralization of society are emphasized. Problematic issues of the professional training of the head of the school are singled out, namely the formation and development of professionally significant qualities, professional competence, management culture; awareness of the behavior and activities of people in the organization, which is part of the sphere of work culture, culture of professional management activity; considering the manager’s professional culture as a holistic, integrative personal attribute; studying the peculiarities of personal managerial activity, the essence of managerial culture as a personal attribute. Keywords: continuing education, professional development, education management, management, professional activity, management culture, professional competence, professional management activity.
11
Yangirova, V. M., E. A. Yakovleva, and Jameel Akhmad. "Genre studies as an effective tool for increasing the communicative competence of an education manager." Vestnik of Samara University. History, pedagogics, philology 30, no. 1 (April 22, 2024): 113–21. http://dx.doi.org/10.18287/2542-0445-2024-30-1-113-121.
Анотація:
The article is devoted to the topical issue of optimizing programs related to the training of an education manager in order to increase his communicative competence, as well as a “plot” explanation of the importance of the genre studies course in this process. Having analyzed the textbooks and educational management course programs existing in modern pedagogical science with a view to developing the communicative competence of managers, the authors noted that the analysis of their speech behavior remains unexamined. Thus, there is a certain imbalance between the increasing needs for qualified personnel and the lack of innovative approaches in training managers capable of managing tasks, resources, people, information, quality, projects and organizational changes in this area. In terms of speech development of a manager, at best, such disciplines as «speech culture», «pedagogical rhetoric», or training in certain types of speech genres in pedagogical discourse are offered. It is concluded that from a methodology perspective, the mandatory inclusion in management education programs of a genre studies course related to improving the manager’s speech activity and increasing the status of his linguistic personality as the main tool of his information, analytical and practical activities should help correct the current situation.
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Kotsev, Emil. "Knowing When and How to Trust Superiors’ Decisions: Toward a Conceptual Model of Subordinate Managers’ Behavior." Organizacija 55, no. 1 (February 1, 2022): 50–63. http://dx.doi.org/10.2478/orga-2022-0004.
Анотація:
Abstract Background/Purpose: The study explores subordinate managers’ propensity to trust superiors’ decisions. Its purpose is twofold: first, to provide lower-level managers with a tool to know when and how to trust superiors’ decisions for a better organizational performance, and second, to lay the foundations for the development of a conceptual model of subordinate managers’ behavior. Methods: The research philosophy adopts an inductive content analysis perspective. A mixed-methods research design is applied, using both qualitative and quantitative approaches. Data is collected through questionnaire, focus groups, interviews, and literature review. A total number of 219 managers from eight Bulgarian business organizations filled the questionnaire and 92 of them participated in group discussions and interviews. Results: The majority of the managers surveyed tend to trust their immediate superiors. As a result of group discussions, the main advantages and disadvantages of managers with opposing attitudes toward trust are identified. A decision tree model of subordinate manager’s appropriate behaviors is proposed. Conclusion: Inferior managers can have an active role in managing trust in their superiors’ decisions. Several situational factors, including superior’s competence and integrity, and organizational culture, determine the degree of trust that the subordinate manager should observe concerning the decisions and requests of the immediate superior.
13
Gul, Warda, Khansa Masood, Fatima Ansari, and Hina Aalam. "Examining the Impact of Ethical Leadership on Teams Knowledge Sharing." Journal of Business and Social Review in Emerging Economies 8, no. 1 (March 31, 2022): 149–64. http://dx.doi.org/10.26710/jbsee.v8i1.2169.
Анотація:
Purpose: This study aims to explore the relationship between the ethical leadership behavior of project managers working on the China Pakistan Economic Corridor (CPEC) and knowledge sharing in organizations, by relating Kant’s Ethical theory.
Design/Methodology/Approach: The study was quantitative in nature. Data was collected through survey method from 310 employees working on CPEC projects. Results showed the positive impact of ethical leadership of CPEC project managers on moral motivation, ethical culture, and knowledge sharing in project teams..
Findings: A very strong effect was observed with both mediators i-e; ethical culture of CPEC organization and moral motivation of project teams. Ethical Leadership of Project Managers working on the CPEC project in Pakistan significantly impact Knowledge Sharing in project teams.
Implications/Originality/Value: The most significant implication as the authors observed that presence of a mediating effects of the project team’s moral motivation for knowledge sharing and ethical culture of CPEC Organizations in a relationship between the project manager’s ethical leadership and the project team’s knowledge sharing. The highest impact on knowledge sharing is observed when both mediator’s, direct and indirect effects are tested in a relationship between project managers' ethical leadership and the project team’s knowledge sharing.
14
Stark, Andrew. "Inverting Donaldson’s Framework: A Managerial Approach To International Conflicts Of Cultural And Economic Norms." Business Ethics Quarterly 25, no. 04 (October 2015): 535–58. http://dx.doi.org/10.1017/beq.2015.30.
Анотація:
ABSTRACT:Thomas Donaldson’s framework for dealing with value-conflicts between a manager’s home and host country distinguishes between a “conflict of relative [economic] development”—conflicting norms that arise because home and host are at two different stages of economic development—and a “conflict of culture,” which arises because the home and host’s different cultures generate conflicting norms on the issue the manager faces. My question here is a thought experiment. What different insights might emerge if we flipped Donaldson’s framework around? Specifically: What if we viewed the kinds of conflicts that fall under Donaldson’s “conflicts of culture” as arising not because the home and host exhibit a “fundamental” conflict in cultural norms, but because they are at two different stages ofculturaldevelopment? And what if we viewed “conflicts of relative economic development” as conflicts that occur not because home and host are at two different stages of economic development but, simply, because their economies contemporaneously interact with each other in ways that generate normative conflict: call them “conflicts of economy”?
15
Pacheco Paredes, Angel Arturo, and Clark Wheatley. "The influence of culture on real earnings management." International Journal of Emerging Markets 12, no. 1 (January 16, 2017): 38–57. http://dx.doi.org/10.1108/ijoem-12-2014-0218.
Анотація:
Purpose The purpose of this paper is to extend prior literature regarding the interrelationships between national culture and accounting practices. Design/methodology/approach Using Hofstede’s (1980) cultural indices, the authors employ hierarchical linear modeling to examine the impact of economic growth (emerging markets), country, and culture on real earnings management (REM) for a sample of firms from 31 countries. Findings The results reveal a negative association between REM and Hofstede’s (1980) measures of individualism, masculinity, and uncertainty avoidance, but a positive association with power distance. These results hold even after controlling for discretionary accruals. The results further reveal that measures of investor protection are subsumed by culture. Research limitations/implications The findings are limited by the use of Hofstede’s (1980) data. There is, however, a significant body of research that continues to rely on and support the use of Hofstede’s model. Practical implications The results should be of significant importance to investors who should consider cultural characteristics when assessing firm reported performance, and should prompt auditors and regulators to apply greater scrutiny to the financial reports in cultures characterized by high levels of power distance, especially given the apparent tradeoffs between accruals and REM. Social implications The results reveal that status as an emerging market does not influence managers’ use of REM, and that the strength of a country’s investor protection mechanisms are subsumed by culture. Similarly, accounting systems (e.g. International Financial Reporting Standards), by themselves, do not bring about a convergence of managerial behavior. Rather, investors should consider culture when making decisions regarding capital allocation. Originality/value The increasing trend toward economic globalization and accounting harmonization makes the understanding of differences in accounting practices, and the possible impact of national culture on manager’s decisions, more important than ever. This research links REM to cultural values and tests for evidence that national culture, values, and structures of investor protection affect REM in the ways they affect managers’ attitudes toward the management of earnings through accruals.
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Lo Presti, Alessandro, and Angelo Elia. "Is the Project Manager’s Road to Success Paved Only with Clear Career Paths?" Project Management Journal 51, no. 2 (January 8, 2020): 199–213. http://dx.doi.org/10.1177/8756972819891344.
Анотація:
This study examined the role of career attitudes and behaviors and employability enhancement factors in predicting project managers’ career success facets, over and above the availability of clear career paths. An online survey was completed by 552 Italian project managers. Clear career paths, employability culture, and protean career attitude positively predicted both objective and subjective (along with objective boundarylessness) career success. Dominance analysis showed the prevailing role of protean career, employability culture, and clear career paths. Results built a bridge between project management literature and career studies, particularly informing about the significance of the protean career. Organizational and individual implications for practices are discussed.
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Membrillo-Pillpe, Nataly Julissa, Jhon Alex Zeladita-Huaman, Kimberlym Jauregui-Soriano, Roberto Zegarra-Chapoñan, Eduardo Franco-Chalco, and Gabriela Samillan-Yncio. "Association between the Nursing Practice Environment and Safety Perception with Patient Safety Culture during COVID-19." International Journal of Environmental Research and Public Health 20, no. 10 (May 22, 2023): 5909. http://dx.doi.org/10.3390/ijerph20105909.
Анотація:
Aims: In this study, we aimed to identify the relationship between nursing practice environments (NPEs) and safety perceptions with patient safety culture (PSC) during COVID-19. Design: We conducted a quantitative, non-experimental, correlational, and cross-sectional study. We interviewed 211 nurses from Peru using two scales: PES–NWI and HSOPSC. We used the Shapiro–Wilk test and Spearman’s coefficient and estimated two regression models. Results: NPE was reported as favorable by 45.5% of the participants, and PSC was reported as neutral by 61.1%. Safety perception, the workplace, and NPE predict PSC. All NPE factors were correlated with PSC. However, safety perception, support of nurses subscale, the nurse manager’s ability, and leadership were predictors of PSC. Conclusion: To promote a safe work culture, health institutions should foster leadership that prioritizes safety, strengthens managers’ abilities, encourages interprofessional collaboration, and considers nurses’ feedback for constant improvement.
18
Cherednyakova, Anna Borisovna. "CATEGORICAL IMAGE COMPONENTS IN THE FORMING SYSTEM OF A MARKETING TECHNIQUES MANAGER’S IMAGE CULTURE." Sovremennye issledovaniya sotsialnykh problem, no. 5 (August 14, 2015): 425. http://dx.doi.org/10.12731/2218-7405-2015-5-35.
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MILĂȘAN, Flavius Lucian. "THE MANAGER PROFILE IN THE CULTURAL INSTITUTIONS. CASE STUDY – THE STUDENTS’ CULTURAL HOUSES FROM ROMANIA." ANNALS OF THE UNIVERSITY OF ORADEA. ECONOMIC SCIENCES 3, no. 1 (July 2023): 742–57. http://dx.doi.org/10.47535/1991auoes32(1)057.
Анотація:
The article focuses on several relevant directions for what the profile of the cultural institutions manager in the Romanian public domain represents, accentuating a specific type of public institution, meaning, the students’ houses of culture. The questionnaire was the method used to obtain the data concerning the manager’s activity and his role within the Romanian public cultural institution. The research survey consisted of a questionnaire made up of five questions, which was sent to all the managers of the cultural houses of the students in Romania and to some other managers of cultural institutions (theaters, museums, libraries, cultural departments). The answers received were summarized and ranked according to the most important areas of interest regarding management and the institutional role assumed by the cultural manager. The results of the questionnaires showed that the role of manager of a state cultural institution in Romania is challenging and full of contradictions and dilemmas. All respondents agreed that being a manager in a cultural institution requires knowing very well the target group(s) or the beneficiaries of the organized activities and having the necessary vision to satisfy exactly those cultural needs that they require. The main problem is that the human and material resources to satisfy these needs are often limited, so the manager is the one who must make correct and firm decisions regarding the distribution of these resources so that the proposed objectives turn into the expected results. Mainly, the measures for change and a productive management are: facilitating the attraction of income (own, subsidies, other types of financing) for the development of the activity of the students’ culture houses, including on the part of investments in the existing cultural heritage; increasing the number of employees, as well as their appropriate motivation in terms of salary (and/or other benefits); the creation of effective levers for closer collaboration between similar institutions in Romania; promoting the institution through professional marketing means; continuous adaptation of the institution’s actions to the current needs of students.
20
Oumlil, A. Ben, and Joseph L. Balloun. "Cultural variations and ethical business decision making: a study of individualistic and collective cultures." Journal of Business & Industrial Marketing 32, no. 7 (August 7, 2017): 889–900. http://dx.doi.org/10.1108/jbim-08-2016-0194.
Анотація:
Purpose This study aims to examine the ethical beliefs and moral philosophical typologies, the relative effect of religiosity on personal ethical beliefs and behavior of the collectivist and individualistic business executives. Design/methodology/approach This research assesses the relative impact of significant cultural factors on the business ethical decision-making process in a Western and individualistic cultural context (the USA) in comparison to a non-Western and collective cultural context (Morocco). To understand how cultural variations influence business ethical practices, this study adopts Hofstede’s cultural framework for comparison of business executives’ ethical decisions within a cross-cultural context. Hypotheses are tested on survey data on 172 business executives. Findings Results show that most collective business executives are “Situationists”. The findings reveal a strong, positive relationship between business managers’ religiosity and their idealism degrees. This study also reveals mixed findings in examining the correlation of religiosity with various components of ethical intentions. Research limitations/implications The link between religiosity and ethical intentions needs to be viewed with caution. This calls for expanding the scope of this study into other cultures and religions. Practical implications Differences of the findings in ethical typologies between collective and individualistic business executives may lead to different negotiation styles on ethical business decisions and issues. Managers from a collective culture are not as likely to exhibit much change in their initial ethical orientation(s). There is a strong positive relationship between a business manager’s religiosity and his/her degree of idealism. Thus, the more religious business managers are, the more Absolutist they are when making ethical and moral judgments. Originality/value This research works to fill the gap by examining the impact of culture on the business/marketing ethical decision-making processes within the contexts of a Western cultural and developed nation and a non-Western cultural, and developing/Mediterranean/North African nation. The findings clarify the influence of culture on business ethical decisions. Such an understanding can assist corporate managers in developing and successfully implementing business ethical codes that lead to enhanced moral conduct in their organizations.
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Shorobura, I., and O. Dolynska. "Leadership in public administration: today's challenges." Journal of Education, Health and Sport 13, no. 2 (February 24, 2023): 299–308. http://dx.doi.org/10.12775/jehs.2023.13.02.043.
Анотація:
The participation of the public in the formation and implementation of the state policy of promoting the development of civil society by the executive authorities is ensured. The issue of leadership in public administration is extremely relevant today. Leadership is the object of research by many scientists, three main theoretical approaches to understanding leadership (charismatic action, situational theory, synthetic theory) have been formulated. Leadership is a type of activity that permeates the entire management system. It is impossible to effectively perform the functions of planning, organization, motivation and control if there is no effective management and leaders.
The manager’s personality is formed gradually. In psychology, various approaches to the development of theoretical models of personality development and the effectiveness of managerial activities of managers have been developed (collective approach, competitive, partial, engineering-psychological approach, reflective value approach, social-psychological, situational-complex approach, factor approach, functional approach, image approach, integrative).
Seven skills and character traits of a manager valuable to companies are highlighted: leadership skills, strategic thinking, technical and technological skills, the ability to build relationships and create a team, the ability to present oneself and communicate, change management, honesty.
The practice of training and retraining of managers includes active learning methods. The problem of the manager's culture in management philosophy is gaining importance. The main scientific disciplines are highlighted.
Today, there are a significant number of grand programs for leaders of public administration that contribute to the development of leadership qualities.
Self-management is the ability to manage oneself, one's potential, abilities, and knowledge.
The working hours of the majority are condensed. The only solution can be the use of special techniques and methods, which have the general name of time management. There are many methods for solving problems related to the rational use of working time. The main principles of time management are highlighted.
22
Svatiuk, Oksana, A. Zaharets, and Y. Sytnyk. "Digitization of managerial work of HR-manager." Management and Entrepreneurship in Ukraine: the stages of formation and problems of development 2022, no. 2 (December 27, 2022): 210–22. http://dx.doi.org/10.23939/smeu2022.02.210.
Анотація:
The subject of the research is theoretical and methodological issues of digitalization of the process of work of an HR manager with personnel and justification of the possibility of investing in digitalization of the enterprise. The structure of private Austrian Investments LLC is described and the dynamics of its activity is analyzed. It is proved that the organizational level of the enterprise is a hierarchical structure of employees with a clear distinction between rights and obligations. This provides opportunities for professional and job development of personnel based on reasoned measurements of evaluating their work and individual characteristics. HR management covers the digitalization of the processes of planning, selection, training, evaluation, retraining and motivation of personnel. The authors conducted a study of the state of digitalization of the HR manager's work; analyzed the current state of information and digital provision of resources to the recruitment manager; developed recommendations for improving the digitalization of the HR manager’s work. Information support of the enterprise is characterized by an average level of digitalization. Theoretical and applied priorities for introducing new activity trends, namely aspects of digitalization of the HR manager’s work, are determined. The stages of the personnel strategy on digitalization issues and directions for implementing the chatbot project in the company’s Telegram channel are substantiated. The HR Manager fully ensures all processes of working with personnel, participates in solving managerial problems related to working with personnel at the enterprise. The HR strategy of digitalization in the enterprise is formed, organized and controlled by the HR manager in relation to personnel. The responsibilities of such a manager are: automated planning of HR processes and control of the number of employees; automation of HR functions for recruitment (recruitment and hiring), personnel career, rating using artificial intelligence in the enterprise management system; online training and staff adaptation; methods of integration of cloud services for the development and professional training of personnel, creation of coaching, corporate training system, certification; creating a database for the personnel Reserve; predictable people analytics on motivation and professional burnout, determining the effectiveness of staff work; introduction of augmented reality (VR) technology through talent acquisition and virtualization of corporate culture development through social networks. Practical significance lies in the development of directions and recommendations for improving the work of the HR manager on recruitment issues of the enterprise based on the personnel strategy of digitalization.
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C Cruz, Juan, and Justin Blaney. "How Does Organizational Culture Influence the Adoption of Research Evidence by Management Practitioners?" Muma Business Review 5 (2021): 071–83. http://dx.doi.org/10.28945/4834.
Анотація:
Using the best available evidence from multiple sources can lead to more effective management practice. However, management practitioners often make decisions based on limited evidence, mostly from personal experience and judgment. Values, beliefs, and practices may conflict with a manager’s ability to use research evidence in practice. This systematic review suggests that an integration of the diffusion of innovations (Rogers, 1995) and planned behavior (Ajzen, 1991) theories may be used to explain the influence of values, beliefs, and practices on the adoption of research evidence by management practitioners. These cultural influence factors may be conceptualized as moderating the effects of innovation diffusion efforts on research evidence adoption behavior. Viewing evidence-based management (EBMgt) as an innovation, organizational managers may employ innovation diffusion strategies to influence values, beliefs, and practices conducive to using research evidence in management practice. This review presents recommendations for both practitioners and scholars to facilitate EBMgt. Practitioners can promote a culture that enables evidence-based practice, use tact when presenting evidence to a skeptical audience, and form partnerships with scholars. Leaders can promote the use of evidence in their organizations, provide evidence-based practice tools and training, and use human resource practices to ensure key positions are proficient in research skills. Scholars can publish more practitioner-friendly evidence and teach business and management students research skills.
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Jeon, Mi-Kyeong, Yun-young Kim, and Hyun-ji Bae. "Effects of Nurse Managers’ Awareness of Work-Family Balance on Nurses’ Use of Parental Leave." Crisis and Emergency Management: Theory and Praxis 18, no. 1 (January 31, 2022): 143–54. http://dx.doi.org/10.14251/crisisonomy.2022.18.1.143.
Анотація:
The aims of this study were to understand nursing managers’ awareness of the work-family balance system and to identify factors affecting the ease in using parental leave. The 392 subjects were nurse managers working in general hospitals with more than 300 beds, and the data were collected by self-reporting questionnaire on the work-family balance system from January 27 to March 8, 2018. The affecting factors on using parental leave were analyzed using SPSS 27.0 by hierarchical regression. By including the nurse manager’s perception, the availability of the maternity protection policy, and the awareness of parental leave policy, the regression model was statistically significant, and the adjusted was 16.6%. The findings indicate that the higher level of nursing managers’ awareness about maternity protection and parental leave policy was related with the increased ease in using parental leave. Therefore, it is necessary to improve the awareness of nursing managers to utilize the maternity protection system including parental leave. To this end, it is necessary to establish an organizational culture that can take advantage of parental leave and various supporting systems such as education programs.
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Khan, Saif-Ur-Rehman, Mahwish Anjam, Mohammad Abu Faiz, Faisal Khan, and Hashim Khan. "Probing the Effects of Transformational Leadership on Employees’ Job Satisfaction With Interaction of Organizational Learning Culture." SAGE Open 10, no. 2 (April 2020): 215824402093077. http://dx.doi.org/10.1177/2158244020930771.
Анотація:
The purpose of this study is to explore how various dimensions of leadership style are being used to measure organizational effectiveness. Job satisfaction is one of the essential indicators used to measure organizational effectiveness. Literature suggests that the manager’s transformational leadership style highly influences the employees’ job satisfaction. This study focuses on identifying the role of a transformational leader in developing job satisfaction in employees of the banking industry, using the organizations’ learning culture as the moderating variable. For this purpose, a total of 180 respondents were surveyed from UAE’s banking sector. In this study descriptive statistics, Pearson’s correlation coefficient, and multiple regression analysis were employed for the data analyses. The results confirmed that the five dimensions of transformational leaders and overall transformational leadership style significantly affect the employee’s job satisfaction, whereas the moderating effect of the organizational learning culture on any of the said relationships was found insignificant. This study used self-reported data based on a cross-sectional survey in the banking sector only. The research emphasizes the implication of the leaders’ personal traits to be a significant determinant of an employee’s satisfaction. In addition, managers in the banking sector in UAE realized that organization learning culture (OLC) has not had any significant impact on employees’ job satisfaction. As there is not sufficient literature on the moderating role of organizational learning culture, this study is a valuable contribution to the existing body of knowledge.
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LUBOWIECKI-VIKUK, ADRIAN. "Business Culture in Central and Eastern European Countries: The Role of the Manager’s Etiquette and Image." International Journal of Business and Economic Affairs 5, no. 2 (April 24, 2020): 52–65. http://dx.doi.org/10.24088/ijbea-2020-52001.
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Szeluga-Romańska, Marta, and Anna Modzelewska. "The managerial role in organizational culture as perceived by management students." Journal of Entrepreneurship, Management and Innovation 16, no. 4 (2020): 177–207. http://dx.doi.org/10.7341/20201646.
Анотація:
This paper aims at illustrating the multidimensional role of the manager and its mutual influence on organizational culture from a management students’ perspective. The main part of the text was based on own qualitative research – interviews, a questionnaire, and a narrative collage – which was conducted over a 10 year period among management students. Ninety-seven students from the Jagiellonian University and the Gdańsk University of Technology took part in the research. In order to gather, analyze and interpret the data, and to achieve reliable results, we followed the thematic analysis rules. We investigated the empirical material, provided by the management students responses to the research questions posed in the questionnaire, in the search for interesting threads, seeking a definition and an understanding of the term “manager” and the specifics of a manager’s work. We also presented several quotes from the data in accordance with the principles of data analysis in qualitative research methodology. Four different prisms were identified: gender, relational, constant learning and professional, described as the areas of managerial duties, features, and expectations. The article’s key value is the focus on students’ perception – an idealized construct of the managerial role, which states a benchmark for their own actual and prospect managerial performance. Such a perspective is very important for practice as well as for education. From a practical point of view, some management students will manage teams or organizations in the future. They should be aware of managerial duties’ elaborate character and the multiple demands on the role’s performance. They will shape the role by themselves. On the other hand, from an educational point of view, it is essential to give students some insight into their prospective role, understand the elaborate organizational relations, and the activities that appear in organizational culture that always influence management.
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Udod, Sonia, Pamela Baxter, Suzanne Gagnon, Gayle Halas, and Saba Raja. "Experiences of Frontline Managers during the COVID-19 Pandemic: Recommendations for Organizational Resilience." Healthcare 12, no. 3 (February 4, 2024): 407. http://dx.doi.org/10.3390/healthcare12030407.
Анотація:
The COVID-19 pandemic caused a global health crisis directly impacting the healthcare system. Healthcare leaders influence and shape the ability of an organization to cope with and recover from a crisis such as the COVID-19 pandemic. Their actions serve to guide and support nurses’ actions through unpredictable health service demands. The purpose of this paper was to examine frontline managers’ experiences and organizational leadership responses that activated organizational resilience during the COVID-19 pandemic, and to learn for ongoing and future responses to healthcare crises. Fourteen managers participated in semi-structured interviews. We found that: (1) leadership challenges (physical resources and emotional burden), (2) the influence of senior leader decision-making on managers (constant change, shortage of human resources, adapting care delivery, and cooperation and collaboration), and (3) lessons learned (managerial caring behaviours and role modelling, adaptive leadership, education and training, culture of care for self, and others) were evidence of managers’ responses to the crisis. Overall, the study provides evidence of managers experiences during the early waves of the pandemic in supporting nurses and fostering organizational resilience. Knowing manager’s experiences can facilitate planning, preparing, and strengthening their leadership strategies to improve work conditions is a high priority to manage and sustain nurses’ mental health and wellbeing.
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Mrayyan, Majd T. "Predictors and outcomes of patient safety culture: a cross-sectional comparative study." BMJ Open Quality 11, no. 3 (July 2022): e001889. http://dx.doi.org/10.1136/bmjoq-2022-001889.
Анотація:
BackgroundDeveloping a safety culture in hospitals improves patient safety-related initiatives. Limited recent knowledge about patient safety culture (PSC) exists in the healthcare context.AimsThis study assessed nurses’ reporting on the predictors and outcomes of PSC and the differences between the patient safety grades and the number of events reported across the components of PSC.MethodsA cross-sectional comparative research design was conducted. The Strengthening the Reporting of Observational Studies in Epidemiology (https://www.strobe-statement.org/index.php?id=available-checklists) guided the study. The researcher recruited a convenience sample of 300 registered nurses using the hospital survey on patient safety culture, with a response rate of 75%.ResultsNurses reported PSC to be ‘moderate’. Areas of strength in PSC were non-punitive responses to errors and teamwork within units. Areas that needed improvements were the supervisor’s/manager’s expectations and actions in promoting safety and communication openness. Some significant correlations were reported among PSC components. Significant differences in means were observed for patient safety grades in six out of the ten PSC components and one outcome item. Organisational learning/continuous improvement, hospital handoffs and transitions, years of experience in the current hospital, the supervisor’s/manager’s expectations and actions in promoting safety and gender predicted PSC. Of the outcomes, around half of the sample reported a ‘very good’ patient safety grade, and ‘no events’ or ‘one to two events’ only were reported, and nurses ‘agreed’ on the majority of items, which indicates a positive perception about the overall PSC in the hospitals. In addition, nurses ‘most of the time’ reported the events when they occurred. PSC components correlated significantly and moderately with PSC outcomes.Conclusion and relevance to clinical practicePSC was moderate with an overall positive nurses’ perceptions. PSC’s strengths should be maintained, and areas of improvement should be prioritised and immediately tackled. Assessing PSC is the first step in improving hospitals’ overall performance and quality of services, and improving patient safety practices is essential to improving PSC and clinical outcomes.
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Lyons, Paul, and Randall Bandura. "The intersection of mindsets and self-regulated learning." Development and Learning in Organizations: An International Journal 32, no. 2 (March 5, 2018): 1–4. http://dx.doi.org/10.1108/dlo-01-2017-0001.
Анотація:
Purpose The purpose of this paper is to address the intersection of two important areas related to employee development: mindsets and self-regulated learning. These concepts suggest opportunities for managerial influence over employee behavior which may ultimately enhance organizational culture and functioning. Design/methodology/approach The concepts of mindsets and self-regulated learning are connected in such a way as to yield some managerial approaches to generate positive outcomes for organizations. A brief summary of the relevant literature provides a base for the positive organizational outcomes that may be obtained through a manager’s combined understanding of these two concepts. Findings Understanding how the concepts of mindsets and self-regulated learning are related can provide managers with tools to be used in encouraging employees toward a strengthened ability to learn, adapt, and become more valuable to the organization. Originality/value Useful approaches to boosting employees’ inclination to learn, adapt, change, and improve performance are developed from existing academic research.
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Kussin, Laura, and Henning Bundtzen. "How Error Prevention and Organizational Silence Influences Managers’ Self-Perception – A Repertory Grid Study." Business Ethics and Leadership 5, no. 1 (2021): 31–44. http://dx.doi.org/10.21272/bel.5(1).31-44.2021.
Анотація:
The topic of self-perception within management has become a subject catching more and more attention. The necessity for leaders’ self-awareness when aiming at high employee satisfaction and productivity still bears a lot of research potential. Developing self-awareness and efficacy are paths that do not have an end or a quota to reach. It is a rather mindset like a tank that can always be filled up more. Leaders’ self-awareness is crucial to improve their abilities and much more inaccurate self-perception can become harmful for an organisations’ performance. Surprisingly, the influence of managers’ self-perception on leadership behaviour and leadership effectiveness has only been studied little in contemporary literature. The main purpose of this article is to identify organizational factors that influence leader’s self-perception and how an organization can develop this characteristic of their managers. Therefore, this paper aims at identifying corporate cultural causes for managers’ distorted self-perception. This task leads evidently to the topic of organizational silence, which is understood as the absence of upward-directed feedback of employees’ input of ideas. Consequently, a corporate culture inherited by organizational silence impacts a manager’s self-perception. Additionally, the contextual literature research on self-perception guided to the subject of error management. It becomes evident that error management functions as a link between organizational silence and managers’ overestimation. Summarizing the article studies the interlinkages of these three research areas and combined them with a new research and hypothesis model tested on a repertory grid data set consisting of 782 personal constructs of a specific corporate culture. Individual construct psychology was chosen as an investigative methodology to ensure unbiased qualitative results. This psychologically grounded methodology is proven to make socially desirable results unlikely due to the intuitive interview structure. The results of this research give practitioners advice for developing corporate culture and self-perception and efficacy of people in leadership positions.
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PATRAȘCU, Dumitru, and Monica-Vasilica PLEȘCAN. "The necessity of forming leaders and developing leadership competences within the motivating management." Univers Pedagogic 78, no. 2 (June 2023): 68–72. http://dx.doi.org/10.52387/1811-5470.2023.2.11.
Анотація:
This study proposes an extension of the understanding of leaders´ importance through the analysis of their leadership competences development needs. Teachers have central roles within the educational process and the entire activity developed in the educational institution, therefore, within the school manager’s activity, they need support in order to develop the competences they use in order to achieve performances. As a result of this type of motivating management, teachers become more motivated and they take more responsibility for their roles as leaders, contributing to the organizational culture development and the achievement of organizational performances.
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Draganović, Šehad, and Guido Offermanns. "Patient safety culture in Austria and recommendations of evidence-based instruments for improving patient safety." PLOS ONE 17, no. 10 (October 17, 2022): e0274805. http://dx.doi.org/10.1371/journal.pone.0274805.
Анотація:
This study aimed to investigate the patient safety culture in Austria. We identified factors that contributed to a higher degree of patient safety and subsequently developed evidence-based suggestions on how to improve patient safety culture in hospitals. Moreover, we examined differences in the perception of patient safety culture among different professional groups. This study used a cross-sectional design in ten Austrian hospitals (N = 1,525). We analyzed the correlation between ten patient safety culture factors, three background characteristics (descriptive variables), and three outcome variables (patient safety grade, number of adverse events reported, and influence on patient safety). We also conducted an analysis of variance to determine the differences in patient safety culture factors among the various professional groups in hospitals. The findings revealed that all ten factors have considerable potential for improvement. The most highly rated patient safety culture factors were communication openness and supervisor/manager’s expectations and actions promoting safety; whereas, the lowest rated factor was non-punitive response to error. A comparison of the various professional groups showed significant differences in the perception of patient safety culture between nurses, doctors, and other groups. Patient safety culture in Austria seems to have considerable potential for improvement, and patient safety culture factors significantly contribute to patient safety. We determined evidence-based practices as recommendations for improving each of the patient safety factors.
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Elbeltagi, Ibrahim, Yahya Al Sharji, Glenn Hardaker, and Ahmed Elsetouhi. "The Role of the Owner-Manager in SMEs’ Adoption of Information and Communication Technology in the United Arab Emirates." Journal of Global Information Management 21, no. 2 (April 2013): 23–50. http://dx.doi.org/10.4018/jgim.2013040102.
Анотація:
This study evaluates the factors that lead small to medium-sized enterprises (SMEs) to adopt information and communication technology (ICT). Our research proposes an ICT adoption model using structural equation modelling that examines the role of SMEs’ owner-managers as mediators in the adoption of ICT. The model is focused on the investigation of the direct and indirect influences of technological, cultural, environmental and organisational factors on the SME’s adoption process. The results indicate the validity of these adoption factors and their applicability to the United Arab Emirates (UAE) environment. The main focus of the research was to develop a new framework that develops further the research of Rashid and Al-Qirim (2001). The present paper identifies the critical mediating role of the owner-manager’s decision to adopt ICT in SMEs in the UAE, and confirm the importance of technological, organisational and environmental factors in the adoption process. Although there is cultural diversity in the UAE, culture is not found to be a significant factor, either directly or indirectly, in SMEs’ ICT adoption in the country.
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Lajčin, Daniel. "Difficult Situations in Educational Management." Acta Educationis Generalis 11, no. 2 (August 1, 2021): 129–44. http://dx.doi.org/10.2478/atd-2021-0017.
Анотація:
Abstract Introduction: The scholarly paper focuses on addressing selected issues related to the forms of managers’ behaviour in coping with difficult situations in managerial work. Purpose: The aim is to enrich human knowledge in the field of coping with difficult situations in managerial work both at the methodological level and at the level of theory development in this area. Methods: The most commonly used method was quantitative-qualitative content analysis of the text of various types of communicants in order to systematise, analyse and describe various phenomena and situations in educational management. We describe the objects and subjects they have a quantitatively and qualitatively differentiated essence and characteristics (manager’s personality, demanding working environment, specific environment of class or school, processes at work, at school or during teaching, management style, workplace culture, etc.). Conclusion: In terms of the specific application of the mentioned knowledge in managerial work, we can assume a positive impact on increasing the effectiveness of managerial work, in the context of which this can be used to increase the quality of selection of suitable people for managerial positions, education and training of managers, as well as prediction of possible risk factors in coping with difficult situations in managerial work.
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Abubakar, Sadeeq Garba. "Thinking Tomorrow Today: Planning for Uncertainty and Building Organisational Culture that Can Walk the Talk." ADVANCES IN BUSINESS RESEARCH INTERNATIONAL JOURNAL 5, no. 2 (September 30, 2019): 21. http://dx.doi.org/10.24191/abrij.v5i2.9972.
Анотація:
Thinking tomorrow, today is about generating and manipulating ideas proactively and progressively. The critical issue is about expanding the scope of understanding all the facets of the organisational activities, and maintaining same approach and strategy through the future in a sustained manner. Manager’s ability should be screened on the basis of their pro-activeness and innovativeness in the management of thoughts that would foster the organisational advancement and effectiveness. This study is based on a case study design using secondary sources of data from a tertiary educational institution through an in-depth study and analysis of its organisational culture. Many of the early studies of this occurrence identified strong support for the idea that organisational culture and performance were indistinguishably linked. Recommendations given include the use of competitive and time effective management process to review, update, integrate, implement visions, decisions, and plans for tomorrow, whether in expansionary or recessionary times
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Hurbean, Luminița, Florin Militaru, Mihaela Muntean, and Doina Danaiata. "The Impact of Business Intelligence and Analytics Adoption on Decision Making Effectiveness and Managerial Work Performance." Scientific Annals of Economics and Business 70, SI (February 12, 2023): 43–54. http://dx.doi.org/10.47743/saeb-2023-0012.
Анотація:
Business Intelligence and Analytics systems have the capability to enable organizations to better comprehend their business and to increase the quality of managerial decisions, and consequently improve their performance. Recently, organizations have embraced the idea that data becomes a core asset, and this belief also changes the culture of the organization; data and analytics now determine a data-driven culture, which makes way for more effective data-driven decisions. To the best of our knowledge, there are few studies that investigate the effects of BI&A adoption on individual decision-making effectiveness and managerial work performance. This paper aims to contribute to bridging this gap by providing a research model that examines the relationship between BI&A adoption and manager’s decision-making effectiveness and then his individual work performance. The research model also theorizes that a data-driven culture promotes the BI&A adoption in the organization. Using specific control variables, we also expect to observe differences between different departments and managerial positions, which will provide practical implications for companies that work on BI&A adoption.
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Coghlan, Alexandra, Bev Sparks, Wei Liu, and Mike Winlaw. "Reconnecting with place through events." International Journal of Event and Festival Management 8, no. 1 (March 6, 2017): 66–83. http://dx.doi.org/10.1108/ijefm-06-2016-0042.
Анотація:
Purpose Whilst academic research can capture an existing sense of place, the act of placemaking through strategies such as events depends upon the attitudes and actions of precinct managers and event organisations. The purpose of this paper is to investigate the collaborative research process between researchers and a precinct manager that highlighted an event’s ability to contribute to placemaking within that precinct. Design/methodology/approach Using the results of this event experience study, informal interviews with the SPA research partners, secondary data and a longitudinal, reflective account of the research collaboration, the research process itself was investigated to see how it assisted in the (re)design of the event within the precinct manager’s placemaking strategy to encourage a family-friendly, beach-centred culture within the precinct. Findings It is proposed that the research results combined with a collaborative research process itself facilitated a shift from the business imperative on the event’s economic performance indicators to a broader discussion of the event’s role in shaping local’s (and visitor’s) perceptions of place, and allowed a broader discussion of the role of events in driving a “liveability” and/or placemaking agenda, complementing the economic impact agenda, for the precinct manager. Practical implications The paper suggests how and why it is important for academics to work collaboratively with precinct managers to translate the concept of placemaking into the actual design of events within a place. To do so requires the researchers to bridge the gap between theory and practice. For the concept to be translated into action, greater attention was drawn to the placemaking role of events, positioning it along economic impact measures as a valuable outcome of events. Originality/value Few co-authored studies, representing both researchers and practitioners exist within the events sector, and this study contributes towards understanding process of research impact, by considering the forces capable of delivering a placemaking agenda through a precinct’s event portfolio.
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Ilyas, Sehrish, Mattiullah Butt, Fouzia Ashfaq, and Daniela Acquadro Maran. "Drivers for Non-Profits’ Success: Volunteer Engagement and Financial Sustainability Practices through the Resource Dependence Theory." Economies 8, no. 4 (November 18, 2020): 101. http://dx.doi.org/10.3390/economies8040101.
Анотація:
The strategies that non-profit organizations choose for volunteer engagement and financial sustainability are of the utmost importance for successful work. The main purpose of this study was to investigate feasible strategies for volunteer engagement and financial sustainability. Interviews were conducted to obtain data on the experience of volunteer managers in dealing with volunteers and financial matters together. Qualitative data analysis methods were used to code and analyze the data. Significant themes emerged from the data gathered through interviews that highlighted the strategies for volunteer engagement and financial sustainability chosen by the managers of non-profit organizations. From the manager’s perspective, the following strategies were considered important for engaging volunteers at non-profit organizations (NPOs): ‘building the skill sets of volunteers’, ‘fulfilling ulterior motives’, and ‘administering a culture of administrative support’. Moreover, ‘local fundraising preference’, ‘transparency’, and ‘building trust’ were regarded as successful strategies for maintaining financial sustainability. The findings of this study showed that, to function smoothly, non-profit organizations need to follow certain strategies to be cautious about volunteers as well as finance. The findings provide fruitful implications for practitioners and policy makers, and these are discussed in the paper. Furthermore, the limitations addressed in the study suggest a future direction for research in terms of study design and more focus on study informants.
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Оганян, Карина Каджиковна. "SOCIOLOGICAL ANALYSES OF HEAD’S PERSONALITY INTEGRALITY MODEL: THEORY AND PRACTICE." WISDOM 11, no. 2 (December 24, 2018): 110–20. http://dx.doi.org/10.24234/wisdom.v11i2.218.
Анотація:
We developed the integral manager’s personality theory, which is a three-component model of effective management. The model reveals the interdependence of management leader’s style, his personality type and the organizational culture type. Sociological research was conducted with the aim of empirical verification and justification of the integral manager’s personality theory.
The "ideal" leader should have such characteristics: to be active, innovate, to be able to unite the collective, and show flexibility in management, according to the results of university teachers’ survey in St. Petersburg. The innovator (creative-transforming and productive type) possesses these parameters, according to Yu. M. Reznik's classification. Most of the interviewed leaders (head of the department) believe that they involve workers in the decision-making process and make a decision together with the team. These characteristics are reflected in the democratic management style, according to R. Likert's classification.
The most desirable leader for undergraduate students is the leader of an innovator who is able to quickly navigate the situation and make decisions, according to the results of the second sociological survey. It was revealed that the most effective is an organization in which the team is united, committed, and each employee acts as an integral component of one team as a result of comparing the answers of undergraduate students from two universities - SPbGEU and KEMGU. The most effective interdependence for undergraduate students of KemSU and SPbGEU is: a passionate leader personality type, manage in the team style and developing the clan culture in the organization. The Family type in combination with the Innovative-creative type was a comfortable management type of the organization because undergraduate students want to feel the unity and friendly atmosphere in the organization, while having the opportunity to take the initiative.
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Vara-Horna, Arístides A., Zaida B. Asencios-Gonzalez, Liliana Quipuzco-Chicata, and Alberto Díaz-Rosillo. "Are Companies Committed to Preventing Gender Violence against Women? The Role of the Manager’s Implicit Resistance." Social Sciences 12, no. 1 (December 26, 2022): 12. http://dx.doi.org/10.3390/socsci12010012.
Анотація:
This study aims to provide evidence that managers’ commitment towards preventing gender violence against women is affected by implicit resistance from the patriarchal culture. A structured questionnaire was given to 673 managers of 243 small, medium, and large private companies in Metropolitan Lima, Peru. We design and test a conceptual model using covariance-based structural equation modeling. Even though 90.3% of managers report being committed to and in favor of preventing gender violence in companies, 48.6% have intense implicit resistance against it. In general, 3 out of 4 managers do not believe in violence against women because they consider it “biased”, and think that policies should only talk about family or partner violence. In addition, 2 out of 4 believe that equality policies have “hidden interests” that generate mistrust. The structural equations show that implicit resistance, directly and indirectly, decreases managers’ commitment and actions towards preventing gender violence in organizations. Gender biases, irrational beliefs about sexual violence, and a lack of appreciation of gender equality strongly predict these resistances. Business involvement in the prevention of gender violence is a more complex process than expected, requiring a reinforced strategy aimed at overcoming managers’ implicit resistance.
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Ross, Jack. "Improving Hand Hygiene:Anonymously Validated Data Driven Approach Producing Sustainable Culture Change Utilizing “One and Up” Accountability Agents across a Healthcare System- a Cost-effective National Best Practice." Open Forum Infectious Diseases 4, suppl_1 (2017): S409. http://dx.doi.org/10.1093/ofid/ofx163.1022.
Анотація:
Abstract Background Inadequate hand hygiene is a major contributor to hospital infections worldwide. Before 2012, in our healthcare system, hand hygiene was monitored by unit managers, nurses, and infection control staff with reported compliance rates of >90%. A five month independent audit by an anonymous observer revealed actual rates of 14–33%. This discordant result was typical of hospitals across the country then and now who have provided intensive education, used peer feedback, and maximized physical hand hygiene supplies. A commitment was made to rigorously improve hand hygiene utilizing validated data, social psychology with disciplinary consequence, and no additional expensive technology. Methods Employed dedicated “secret shopper”/anonymous observers were deployed across five hospitals, all units and all shifts, and all job roles to collect valid anonymous hand hygiene observations without local bias. Twice monthly hand hygiene data was shared by hospital, unit, shift, and job role to executive leadership and down to frontline unit staff for daily huddles. Additionally, over 100 “One and Up” Accountability Agents from management ranks were recruited, trained, and performed weekly standardized unit- based hand hygiene obervations openly, giving feedback real-time to non-compliant employess and medical staff; noncompliance was reported to the hospital epidemiologist; and emails on his behalf were sent to the employee’s manager, and the manager’s manager “One and Up”. A four step disciplinary process was begun. The same process was applied to the medical staff. Results Over 188, 000 anonymous secret shopper validation observations, and hundreds of thousands of Accountability Agent observations have been performed. Hand hygiene compliance has been >94% for 22 months and ≥97 % for the last 6 months in all five hospitals. No employee or medical staff member advanced beyond the second disciplinary step. Conclusion This model represents a national best performance model, with validated and sustained results, accomplished with cultural change and aligned multitier accountability (not technology). It is truly a low cost blueprint for other healthcare systems that seek rapid, honest, and sustained hand hygiene improvement across all job roles, shifts, and different sized hospitals and cultures. Disclosures All authors: No reported disclosures.
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Eum, Min-Hwa, and Ji-Won Lee. "The Effect of Nursing Manager’s Authentic Leadership, Nursing Organizational Culture, and Job Satisfaction on Organizational Commitment of General Hospital Nurses." Journal of the Korea Academia-Industrial cooperation Society 23, no. 2 (February 28, 2022): 588–96. http://dx.doi.org/10.5762/kais.2022.23.2.588.
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Chaudhary, Bhagawati Pd, and Megh Nath Khanal. "Looking Employee Retention through the Lens of Employer Branding." Lumbini Journal of Business and Economics 11, no. 1 (April 25, 2023): 1–18. http://dx.doi.org/10.3126/ljbe.v11i1.54313.
Анотація:
The study intends to investigate the interplay between Organizational Branding and Employee Retention in Commercial Banks. Data for the study was collected through simple random sampling technique from 209 employees of commercial bank on five points likert scale through a self administrative questionnaire. Among 209 questionnaires distributed 198 questionnaires were filled completely and remaining was incomplete having response rate95 percent. Descriptive and casual comparative research design was used to conduct the research study using the Mean, Standard deviation, Correlation and Regression approaches. The findings revealed that standardized beta coefficients of that Social Value, Development Value, Work-life Balance and Economic Value is on higher side which implies that employee retention is more influenced by these factors. Development value is a necessary and crucial value for retention of employees. Manager’s should prioritize recognition and appreciation among the employees for better performance and retention. Likewise, manager’s should focus more on establishing healthy relationship among supervisors and subordinates for encouraging all employees. Moreover, today’s workers expects balance between work and personal life, thus employers should provide flexible work culture in favor of employees to motivate and retain them successfully, Furthermore, employers should formulate policies of paying competitive pay and benefits for employee motivation and retention. Two new variables i.e. Work life Balance and Management Value have been added under the roof of Employer Branding to test its effect on Employee Retention.
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Tian, Shui Cheng, Meng Kou, Qing Lan Sun, and Lei Li. "Analysis of near Miss Reporting will in China Coal Mines: An Empirical Study." Advanced Materials Research 962-965 (June 2014): 1127–31. http://dx.doi.org/10.4028/www.scientific.net/amr.962-965.1127.
Анотація:
The use of data from near misses in safety management has been identified as an important practice in the prevention of accidents. In this paper, the factors of impacting near misses reporting in China coal mine are investigated based on literature review and questionnaire survey. The influence effect sequence is: no number requirement, manager’s attitude to reporting , lack of feedback and follow-up, fear of social sanction, fear of punished, difficult to identify near misses, complicated reporting procedures, psychological factors. Work (setting formal goal for number of report, motivate miners to report, give feedback on report, development a no blame culture, training miners, etc.) has to be done continuously in order to get benefits from the near miss reporting system in coal mine.
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Tariq, Ali, Babar Ali, Fahim Ullah, and Fahad K. Alqahtani. "Reducing Falls from Heights through BIM: A Dedicated System for Visualizing Safety Standards." Buildings 13, no. 3 (March 2, 2023): 671. http://dx.doi.org/10.3390/buildings13030671.
Анотація:
Falls from height (FFH) are common safety hazards on construction sites causing monetary and human loss. Accordingly, ensuring safety at heights is a prerequisite for implementing a strong safety culture in the construction industry. However, despite multiple safety management systems, FFH are still rising, indicating that compliance with safety standards and rules remains low or neglected. Building information modelling (BIM) is used in this study to develop a safety clauses visualization system using Autodesk Revit’s application programming interface (API). The prototype digitally stores and views clauses of safety standards, such as the Operational Health and Safety Rules 2022 and Introduction to Health and Safety in Construction by NEBOSH 2008, in the BIM environment. This facilitates the safety manager’s ability to ensure that the precautionary measures needed to work at different heights are observed. The developed prototype underwent a focus group evaluation involving nine experts to assess its effectiveness in preventing FFH. It successfully created a comprehensive safety clause library that allows safety managers to provide relevant safety equipment to workers before work execution. It also enhances the awareness of construction workers of all safety requirements vis-à-vis heights. Moreover, it creates a database of safety standards that can be viewed and expanded in future by adding more safety standards to ensure wider applicability.
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Bhosale, Rahul. "The Effect of Manager’s Decision on the Perception of the “Leadership vs. Authority” of the Subordinates." Scholedge International Journal of Management & Development ISSN 2394-3378 2, no. 12 (January 11, 2016): 19. http://dx.doi.org/10.19085/journal.sijmd021203.
Анотація:
There have been long debates among scholars, and practitioners on the definition of leadership and whether leadership significantly differs from authority (Farmer & Aguinis, 2005). For example, in my opinion, leadership is defined by followers. Sullivan (2012) suggests, leadership varies based on the followers’ perception of leadership, culture, beliefs, and needs, with needs being the most important driving force of the leadership. However, different people, from different geographic area, field of working and so on, have different conceptions of leadership. This difference can be attributed to various factors that affect people’s decision about who can be their leader. In most cases, managers of the organization at any level are perceived as the centers of action, influence, and power. They make decisions that affect the subordinates and the entire organization. These decisions have positive, negative, or neutral impacts on the subordinates. Managers’ decisions in the workplace determine whether the subordinates perceive the supervisors as leaders or authority figures or both. This paper discusses the cause of mangers’ decisions, the effects of such decisions on subordinates’ lives, and factors that influence people’s perception of supervisors as leaders or authority figures. Understanding the relation between the causation, effect and consequences of those decisions and employee’ perception about leadership can give the direction to Managers for leading the people in prolific way. Distinguishing between leader and authority figure from the view of an employee help the superiors to enhance the people management skills.
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Lee, Rosie. "‘“It’s relentless”: The impact of working with primarily high-risk offenders’: A practitioner response." Probation Journal 64, no. 1 (March 2017): 50–55. http://dx.doi.org/10.1177/0264550517692058.
Анотація:
This piece is a response to Phillips, Westaby and Fowler’s article ‘“It’s Relentless”: The Impact of Working with Primarily High-Risk Offenders’. Their research considers the pressure felt by practitioners supervising a predominantly ‘high-risk’ caseload due to increased public protection responsibilities and organizational failure to provide guidance as to prioritization of risk and need. This response further explores the emotional impact of supervising a high-risk caseload. This is discussed in reference to the case manager’s ability to engage with a client’s personal experiences of trauma within an organizational culture, which prioritizes public protection and concern for the potential for something to ‘go wrong’. It is argued supervisory support is inadequate and additional resources should be focused on practitioners’ need to reflect on the emotional impact of working with a high-risk caseload.
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Kang, Kyungja, and Jeong-Hee Kim. "Factors related to the organizational silence of Korean nurses: A systematic review and meta-analysis." Journal of Korean Academic Society of Nursing Education 29, no. 3 (August 31, 2023): 302–18. http://dx.doi.org/10.5977/jkasne.2023.29.3.302.
Анотація:
Purpose: This study aimed to identify the variables related to the organizational silence of Korean hospital nurses and to examine the effect sizes of correlations between the related variables and sub-types of organizational silence.Methods: Relevant studies were searched through a systematic search in six Korean electronic databases (RISS, ScienceON, KCI, DBpia, e-Article, and KISS) using June 2022 as the end date. Thirteen studies were identified through a systematic review and eight of them were meta-analyzed. The correlation effect size r (ESr) for each related variable was calculated.Results: Twenty-two related variables were identified from the systematic review. Of them, organizational culture was the most frequently examined. Seven variables (three organizational, two leader-member exchange, and two consequences of organizational silence) were found eligible for the meta-analysis. The intention of turnover (ESr=.39; 95% confidence interval, 95% CI=.32 to .45) and leader-member exchange (“manager’s leaderships” ESr=-.33, 95% CI= -.43 to -.21; “manager’s inclination to reject negative feedback” ESr=.32, 95% CI=.23 to .39) had larger correlation effect sizes than the other variables that related to organizational silence, in particular, acquiescent silence, which had the largest correlation effect size among the three sub-types of organizational silence.Conclusion: These findings show that the intention of turnover and leader-member exchanges were the main factors that related to the organizational silence. This indicates that it is necessary to develop management and education programs, as well as communication systems that focus on reducing and managing organizational silence, especially acquiescent silence.
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Karassin, Orr, and Aviad Bar-Haim. "How Regulation Effects Corporate Social Responsibility: Corporate Environmental Performance under Different Regulatory Scenarios." World Political Science 15, no. 1 (May 27, 2019): 25–53. http://dx.doi.org/10.1515/wps-2019-0005.
Анотація:
AbstractIn a multilevel corporate social performance model we examine the effects of three different regulatory scenarios on corporate environmental performance (CEP) (relating to compliance and beyond compliance behaviors) as a measure of CSR. The empirical state defined as a “cooperative regulator” is assessed against three simulated scenarios: a “coercive regulator” (more punitive), a “demanding regulator” (strengthened standards) and a “lax regulator” (less punitive and less demanding). The relative effect of different regulatory scenarios is examined within a multilevel multivariate model. The model allows for the estimation of the role of regulatory strategies in relation to other CEP antecedents. The model includes the principal driving factors effecting CEP and incorporates three levels of analysis: institutional, organizational, and individual. The multilevel nature of the design allows for the assessment of the relative importance of the levels and their components in the achievement of CEP. Included in the institutional level are stakeholder expectations, regulatory demands and regulatory power. Included in the organizational level are corporate organizational culture, CSR orientation of managers and organizational leadership. Included in the individual level are personal workplace behaviors and norms, namely: job satisfaction, organizational commitment and organizational citizenship behavior. The simulation of regulatory scenarios shows that the empirical “cooperative regulator” has the strongest positive effect on CEP. Contrarily, coercive regulatory practices reduce the internal motivation for compliance and beyond compliance action, although they may increase the external incentives. Laxer regulatory practices reduce the credibility of the normative effect of the regulatory regime and weaken the internal motivation for CEP. While findings show that regulation does play a key role in CEP performance, the organizational level has the strongest and most positive significant relationships with CEP. Organizational culture and manager’s attitudes and behaviors are significant driving forces. Generally, the individual level, depicting workers’ attitudes toward their workplace, is found as insignificant in promoting CEP.