Щоб переглянути інші типи публікацій з цієї теми, перейдіть за посиланням: Managerial skills, change.
Статті в журналах з теми "Managerial skills, change"
Оформте джерело за APA, MLA, Chicago, Harvard та іншими стилями
Ознайомтеся з топ-50 статей у журналах для дослідження на тему "Managerial skills, change".
Біля кожної праці в переліку літератури доступна кнопка «Додати до бібліографії». Скористайтеся нею – і ми автоматично оформимо бібліографічне посилання на обрану працю в потрібному вам стилі цитування: APA, MLA, «Гарвард», «Чикаго», «Ванкувер» тощо.
Також ви можете завантажити повний текст наукової публікації у форматі «.pdf» та прочитати онлайн анотацію до роботи, якщо відповідні параметри наявні в метаданих.
Переглядайте статті в журналах для різних дисциплін та оформлюйте правильно вашу бібліографію.
1
Laud, Robert, Jorge Arevalo, and Matthew Johnson. "Role context change and actionable career knowledge for practicing managers." Career Development International 24, no. 3 (June 10, 2019): 222–38. http://dx.doi.org/10.1108/cdi-07-2018-0196.
Повний текст джерелаАнотація:
Purpose The purpose of this paper is to examine the relevancy of traditional managerial role frameworks as perceived by practicing managers, and to identify emerging role requirements or skills required for career success. Design/methodology/approach A mixed-methods approach was conducted including survey research, empirical analysis and semi-structured consensual qualitative research interviews with 259 managers from 200 organizations. Findings This study demonstrates a widening gap between entrenched organization role constructs and emerging practice-driven role skills. The empirical analysis indicated little to moderate relevancy of traditional role constructs by practicing managers while follow-up interviews revealed new role requirements driven by contemporary market realities and changing managerial motivations. The findings suggest that inclusion of new practice-driven role requirements or skills are likely to be mutually beneficial and influence career success. Research limitations/implications The findings may limit the ability to generalize without further comparative analysis in similar/dissimilar economies. Practical implications Individuals will benefit by the inclusion of revised role requirements and policies that are designed to support employee-driven needs and “employability” skills that are more consistent with a careerist orientation. The organization will also benefit by having a more highly skilled workforce in key areas of competitive advantage including networking, innovation and opportunity identification. Originality/value The value of this examination is twofold. First, it extends the understanding of the diminishing relevancy of traditional managerial roles within a context of major global and social transformation. Second, it underscores the growing importance of “employability” skill sets and capabilities for managerial career aspirants facing new market realities.
2
Rajadhyaksha, Ujvala. "Managerial Competence: Do Technical Capabilities Matter?" Vikalpa: The Journal for Decision Makers 30, no. 2 (April 2005): 47–56. http://dx.doi.org/10.1177/0256090920050204.
Повний текст джерелаАнотація:
Globalization and rapid technological change is a reality for companies today. It has changed the manner in which business has been routinely conducted and has brought into focus delivery of results in real time. Newer forms of organizational structures have emerged that are flatter with fewer hierarchical levels. Career paths are no longer linear and unbroken but are spiralling and lateral in nature. The traditional employment contract between employees and organization has altered. While earlier it was normal to assume a life time of security in exchange for doing a good job, now employees are increasingly looking for opportunities for professional development that will enhance their future employability. All these changes have had implications for HR departments and performance appraisal in the new business context. Instead of evaluating primarily on the basis of quantitative results and on what is achieved, the focus is shifting to how it is achieved as an indication of an employee's ability to keep performing well in the future. It has made ‘competencies’ the new mantra for the HR departments aiming to effect change within organizations. Based on a sample data of over 250 executives in one of India's largest vehicle manufacturing companies, this paper reviews the concept of competency, how it is assessed, and brings out the need for assessing technical competency. The final model that emerges from the study goes beyond managerial competencies — a model of techno-managerial competency that may be better suited to emerging jobs in a more technology-driven future. This model consists of four factors: technical skills comprising of knowledge fundamentals, engineering drawing appreciation, manufacturability appreciation, materials choice appreciation, knowledge of emerging trends, etc. group problem-solving skills comprising of problem analysis, creativity and originality, technical leadership ability, communication ability, people management skills, etc. managerial skills comprising of perseverance, quest for learning, business understanding, visualization, attention to detail, etc. aptitude comprising of analytical ability, creativity, risk-taking orientation, etc.
3
Kolbergytė, Aušra, and Aistė Dromantaitė. "A Theoretical Analysis of Managerial Growth in the Context of Organizational Change." Sustainability 14, no. 8 (April 11, 2022): 4523. http://dx.doi.org/10.3390/su14084523.
Повний текст джерелаАнотація:
In analyzing the theoretical literature on managerial growth in the context of organizational change, an absence of research has been observed, especially that which comprehensively analyzes growth prospects and opportunities at the micro (individual), meso (group), and macro (organizational) levels, which considers organizational, social, emotional, and spiritual aspects. Therefore, one of the outstanding problems of this research was to select the relevant scientific literature to synthesize the theory and create a conceptual theoretical model based on it. The aim of this paper is to explore the context and preconditions for managerial growth during an organizational change at different levels and aspects of organizations. Therefore, six theoretical approaches from the fields of management, psychology, and education were chosen (Hiatt, Kotter, Kübler-Ross, Goleman, Mezirow, and Marcia). Conclusions provide insights into the context, aims, and directions of managerial growth within organizational change. First, the context of organizational change is understood as an educational environment that creates incentives for managerial growth at the macro, meso, and micro levels and encompasses the development of personal and professional skills and the conscious evolution of inner perceptions related to work. Second, managerial growth in the context of organizational change is targeted toward three objectives at the organizational, group, and individual levels: productivity, connection, and self-realization. Third, managerial growth in the context of organizational change is directed toward three dimensions: (1) the strategic-operational dimension overlaps with the development of leadership skills to ensure successful change implementation in the organization; (2) the social-emotional dimension overlaps with the development of psychosocial skills, enabling coping with challenges through relationships and an emotionally supportive workplace environment; and (3) the perceptual-spiritual dimension overlaps with the development of personal maturity and professional motivation, disclosing authentic performance during organizational change. These findings become a framework for further research but also provide practical guidelines for managers, HR specialists, and organizational leaders.
4
LIVIU, TUDOR. "Change in Textile and Clothing Industry." Industria Textila 69, no. 01 (March 1, 2018): 37–43. http://dx.doi.org/10.35530/it.069.01.1449.
Повний текст джерелаАнотація:
Traditionally, Textile and Clothing Industry has been known for its incremental changes but the current global business environment creates the premises of multiple organizational disruptive changes. Change Management helps people to transition structural change in a positive and efficient manner. Small and medium enterprises in Textile and Clothing Industry face a particular set of challenges – new technologies requiring high investments, relocation arbitrage on labor costs, regional industry protectionism, volatile consumer preferences, need for new managerial skills etc. – all these demanding a rebalance of managerial focus from operational excellence to strategic and change management excellence. A Change Management Model, with associated implementation discipline and attention to global market trends, represents a necessity for current managers active in Textile and Clothing Market.
5
Marcus Garvey, Akhimien Emmanuel, and Chika Margret-Mary Egwuatu. "The Role of Managerial Skills on the Performance of Small and Medium Enterprise (SMES) in Jabi District, Abuja, Nigeria." Economit Journal: Scientific Journal of Accountancy, Management and Finance 3, no. 2 (April 18, 2023): 112–22. http://dx.doi.org/10.33258/economit.v3i2.876.
Повний текст джерелаАнотація:
The objective of this study was to access the role of managerial skills on SME performance in Jabi District, Abuja, Nigeria. The study is a survey research, sampling the opinion of 240 business owners in the District. Their opinion was collected using a structured questionnaire and data collected were analyzed by tabulation, percentages and the formulated hypotheses tested using Kendall coefficient of concordance. The study discovered that these managerial skills: technical skills, conceptual skills, interpersonal relation skills, and budgeting skills had a substantial effect on the performance of SMEs. The study concluded that insufficient managerial skills are factors militating against SME performance and recommended among others that SME managers should try to understand, lead, change and regulate the behavior of the individuals and organization they manages to achieve greater performance; the government, Non-Governmental Organizations, and SME owners' unions provide adequate training.
6
Tayaborworn, Kanjana, and Surachai Suksakulchai. "A Study of Factors Affecting the Self-managerial Skills of Undergraduate Students on Online Learning." International Journal of Information and Education Technology 13, no. 12 (2023): 1844–49. http://dx.doi.org/10.18178/ijiet.2023.13.12.1997.
Повний текст джерелаАнотація:
Nowadays, undergraduate students have to change from on-site classroom learning to online learning; hence, building self-managerial skills is essential to their success in online learning. The goal of this study was to investigate the impact of various factors on undergraduate students’ self-managerial skills in online learning. A questionnaire was designed and distributed directly to respondents via the online system, and 1,057 valid responses were collected and evaluated. In this study, the data were analyzed using exploratory factor analysis (EFA) and multiple regression techniques. The current findings revealed that self-appraisal (SA), planning skills (PSSP), organizing skills (PSSO), evaluating skills (PSSE), and interpersonal skills (IPS) had effects on self-managerial skills (SMS) of undergraduate students in Thailand. This study has a benefit for professors or lecturers who must design and build modern online classroom through an online learning management system that enhances the competency of undergraduate students’ self-management skills and prepares them for future careers.
7
., Karwanto. "MANAGERIAL SKILL IN IMPROVING THE EXCELLENCE OF LEARNING." Edusentris 3, no. 1 (March 30, 2016): 57. http://dx.doi.org/10.17509/edusentris.v3i1.206.
Повний текст джерелаАнотація:
This research reveals deeply managerial skill in improving learning excellence at three excellent senior high schools in Semarang, which have different characteristics. This research used a qualitative approach along with multi-case study design. Techniques of the data collecting include deep interview, observation on participation, along with documentation study. Data credibility checking used triangulation technique, checking the members, and discussion with associates. Data auditable checking of the research was performed by the supervisors and independent auditort. The collected data will be organized, interpreted, and analyzed repeatedly, both through analysis in case and analysis inter-case in order to arrange concept and abstract of the research’s findings. Results of the research show: (1) learning excellence characteristics at three Excellent Senior High Schools in Semarang; (2) Second, the principal’s skills in designing improved learning excellence are determined by prominent skills of the principal, which include skill in managing organizational change, monitoring each change, good skill in designing, and allocating human resources precisely. (3) the principal’s skill in implementing excellent improvement is proven through outcomes of his/her work, which can be seen from both academic and non-academic achievements of the students(4) the principal’s skills in evaluating result of the improved learning excellence during his/her leadership in making good progress for his/her school, creating conducive climate, making a progress in academic field and other prominent skills.ABSTRAKPenelitian ini bermaksud mengungkap lebih mendalam tentang keterampilan manajerial peningkatan keunggulan pembelajaran pada tiga SMA Unggulan di Kota Semarang yang memiliki karakteristik berbeda. Penelitian ini menggunakan pendekatan kualitatif dengan rancangan studi multi kasus. Teknik pengumpulan data menggunakan wawancara mendalam, observasi berperan serta dan studi dokumentasi. Pengecekan kredibilitas data dilakukan dengan teknik triangulasi, pengecekan anggota, dan diskusi teman sejawat. Sedangkan pengecekan auditabilitas data penelitian dilakukan oleh para pembimbing dan independent auditor. Data yang terkumpul melalui ketiga teknik tersebut diorganisasi, ditafsir, dan dianalisis secara berulang-ulang, baik melalui analisis dalam kasus maupun analisis lintas kasus guna menyusun konsep dan abstraksi temuan penelitian. Hasil penelitian menunjukkan: (1) keunggulan pembelajaran ditemukan pada tiga SMA; (2) keterampilan kepala sekolah dalam perencanaan peningkatan keunggulan pembelajaran yang menonjol dalam: keterampilan memanaj perubahan organisasi, memonitor setiap perubahan, keterampilan merancang yang baik, dan mengalokasikan sumber daya manusia dengan tepat; (3) keterampilan kepala sekolah dalam pelaksanaan peningkatan keunggulan pembelajaran dibuktikan dengan hasil dari unjuk kerjanya melalui perolehan prestasi akademik dan prestasi non-akademik yang dicapai siswa; (4) keterampilan kepala sekolah dalam evaluasi hasil peningkatan keunggulan pembelajaran yang menonjol dalam: memonitor implementasi kebijakan pembelajaran, membina, mengarahkan dan memberdayakan guru dengan baik dalam melakukan evaluasi serta keterampilan dalam memonitor kemajuan belajar siswa.
8
Kang, Lakhwinder Singh, and Surinder Sharma. "Managerial Skills and Attitude of MBA and Non-MBA Employees." Management and Labour Studies 37, no. 2 (May 2012): 77–92. http://dx.doi.org/10.1177/0258042x1203700201.
Повний текст джерелаАнотація:
The present study is an attempt to assess the perceptions of the hiring managers about the managerial skills and attitude of the MBA employees in comparison to the non-MBA employees. A sample of 100 hiring managers, who have been involved in the placement of MBAs, was taken for the purpose of the study. The hiring managers have been found agreeing that employees with MBA degree are better in ‘communication skills’, ‘decision making’, ‘leadership qualities’, ‘handle job related tasks and responsibilities’, ‘learning’ and ‘adapting to changing situations’ than non-MBA employees. The hiring managers have also been found agreeing that MBA employees ‘demand higher pay’, ‘change jobs more frequently’, ‘are more authoritarian’, ‘have unrealistic expectations’, ‘are more loyal to their careers than to their jobs and organizations’ than non-MBA employees. The discriminant analytical approach has been applied to examine the impact of the ‘profile’ and ‘attributes’ examined in the study which clearly differentiate hiring managers who agree with the good managerial skills of MBAs and negative attitude of MBAs from those who disagree with these. In case of ‘profile’ the managers with MBA qualification and regarding the various attributes of MBAs considered in the present study; ‘MBAs are more adaptive to changing situations’ and ‘MBAs change jobs more frequently than non-MBA employees’ have been found evoking significant differences among hiring managers. The findings of the present study can be useful for various stakeholders like, monitoring agencies and education policy makers, faculty and governing bodies of various management institutes for developing required management skills and attitudes among the students.
9
Bakoš, Lukáš, and Bronislava Strnádelová. "Comparison of group and individual soft skills development programs -." Management 27, no. 2 (December 22, 2022): 153–76. http://dx.doi.org/10.30924/mjcmi.27.2.9.
Повний текст джерелаАнотація:
Competitive pressures are increasing demands on managerial performance and, thus, on creating effective management development programs. The purpose of this study was to compare group and individual approaches to developing line and middle managers. The Managerial Tools and Managerial Training Simulator programs were used, with 256 managers participating. We examined the following five soft management skills: effective goal setting, giving feedback and evaluating performance, accepting feedback as a manager, management coaching, and leading discussions and team meetings using a facilitative leadership style. After both types of development programs, both groups of managers showed improvements in developing skills as assessed by their subordinates. At the first measurement, individual and group development resulted in the same positive increase in subordinates' perceptions. However, in terms of a long-term effect (the second measurement), this positive increase was maintained for the individual development programs but not group programs, where it decreased. Thus, the effect of the individual development programs appears to be longer-term. Overall, we found no significant difference between line and middle managers - both groups responded similarly to the development activities. Regarding developing individual skills, the smallest change was found in the ability to set goals and provide feedback. The most considerable change was the ability to accept feedback, coach, and facilitate. This research provides information for specialists in education and development and may help select appropriate leadership development tools, particularly for individual programs with longer-term impacts.
10
Pakalniņa, Rasa, and Maija Ročāne. "THE IMPORTANCE OF TEACHERS` LEADERSHIP SKILLS DEVELOPMENT FOR SUCCESSFUL ORGANIZATIONAL CULTURE IN EDUCATIONAL INSTITUTION." SOCIETY. INTEGRATION. EDUCATION. Proceedings of the International Scientific Conference 1 (May 22, 2024): 487–95. http://dx.doi.org/10.17770/sie2024vol1.7920.
Повний текст джерелаАнотація:
Discussions of the quality and effectiveness in education have become topical today. There are different challenges faced by teachers and school leaders at the primary, lower secondary, secondary and upper secondary levels. Therefore, it must be recognised that leadership skills are becoming important for the successful organisation of learning at all stages of education. The relevance of leadership skills is accentuated by the rapidly changing environment of change that also characterises the field of education. In the 21st century, leadership can be associated as a pedagogical and a managerial skill. Leadership skills and openness to change contribute to the growth of an educational institution, and this growth is at the heart of a successful organisational culture. It fosters a genuine concern for the growth of every employee, as well as an institution-driven vision, coherence, ownership, mentoring, accountability and support. These are employees with developed leadership skills who change and transform the system, because no organisation can exist without change. The aim of this publication is to describe and evaluate the impact of leadership skills and openness to change on the development of a successful organizational culture in the educational institution, and to highlight the need for the development of teachers` leadership skills.
11
Yang, Yi-Feng. "Leadership and Satisfaction in Change Commitment." Psychological Reports 108, no. 3 (June 2011): 717–36. http://dx.doi.org/10.2466/01.28.pr0.108.3.717-736.
Повний текст джерелаАнотація:
Managerial transformational leadership skills may directly influence banking counter staff toward change commitment and improve job satisfaction and service quality, or the influence instead may be mediated by change commitment. For a sample comprised of 246 managers from four large Taiwanese banks, the following path relationships were tested: (1) the association of transformational leadership with change commitment, (2) the association of change commitment with job satisfaction, and (3) the direct or indirect (through the mediation of change commitment) effect of transformational leadership on job satisfaction. Regression was utilized to gain insight into the effects of transformational leadership and change commitment on job satisfaction. Transformational leadership may foster change by providing psychological support to the banking counter staff, enabling them to use their skills to meet the needs of individual customers in response to complex environments.
12
Brusati, Luca, and Viviana Capurso. "Public administration reform: a managerial perspective." Moldoscopie, no. 2(97) (February 2023): 59–67. http://dx.doi.org/10.52388/1812-2566.2022.2(97).06.
Повний текст джерелаАнотація:
The reform of public administration is often designed and implemented by would-be reformers rooted in perspectives ranging from public law to political science to sectoral disciplines (social work, health, education, arts and culture, etc.). The value of the insights provided by these perspectives must undoubtedly be acknowledged; for reforms to deliver on their intended goals, though, they should rely on public management, i.e. the only discipline that puts improving the performance of public sector organizations at the centre of its concerns. This article outlines the key tenets of public management, explains its role in rolling out effective change and discusses the importance of fostering public management skills among civil servants.
13
Raimi, Lukman. "Different Models of Career Reinvention and Retooling in The Post-Pandemic Era." Scientific Conference on Economics and Entrepreneurship Proceedings SCEE`2021 Proceedings (February 17, 2022): 73–81. http://dx.doi.org/10.7250/scee.2021.0008.
Повний текст джерелаАнотація:
To contribute to human capital development in readiness for the Post-pandemic era, this paper discusses different models of reinvention/retooling as a resilience strategy in the face of vulnerabilities in the labour market. Using a critical literature review (CLR), this paper discusses different models of career reinvention/retooling, including the imperatives in the Post-pandemic era. At the end of the CLR, three insights emerged. First, the twelve (12) different models of career reinvention/retooling in readiness for the Post-pandemic era are task, position, knowledge, occupation, expertise, technical skills, attitude, brand/value, conceptual skills, competencies, managerial skills and entrepreneurial skills. Second, the different models of career reinvention/retooling are imperative because of environmental factors such as economic recession, pandemic/epidemic organisational downsizing, outsourcing, change management, mergers & acquisitions, the emergence of new technologies, globalisation waves, demographic shifts, climate change, migration, and disruptive business models in the labour market, among others. Third, career reinvention/retooling requires tripartite collaboration from critical stakeholders, particularly governments, employees, and business organisations. The paper concludes with policy, managerial and theoretical implications, and suggestions for future research.
14
Savluk, Halyna, Sopfiia Dovbnia, Hanna Tsvietkova, Taras Olefirenko, and Irina Voityuk. "Reshaping the Preservice Preschool Teachers’ Curriculum to Give the Emphasis to the Managerial Domain." European Journal of Educational Research 11, no. 3 (July 15, 2022): 1273–87. http://dx.doi.org/10.12973/eu-jer.11.3.1273.
Повний текст джерелаАнотація:
<p style="text-align: justify;">The purpose of the study was to determine whether emphasising the managerial domain of the preservice preschool teachers’ curriculum is capable to improve their management and leadership skills. This study used the mixed-method methodology that combined the exploratory design and the experimental design. It included three basic phases such as feasibility assessment of making changes to the curriculum, intervention, and controlled observation, followed by the analytical phase. It was proved that the university curriculum upgraded the training approach by using the guided interim directorship. This change addressed the Professional Standard requirements for the preschool heads as well as job requirements. The intervention produced a positive shift in students’ skills of micromanagement, long-term planning, communicating vision, emotional control, and mentoring. There was a shift from the basic level of management skills before the intervention to the intermediate level of the skills after the intervention. The number of students with a superior level of skills increased by 11.54% as well. The students’ comments concerning the integration of the managerial component into the curriculum were complimentary. The observers’ reports suggested that they appreciated the students' work which was the outcome of the updated curriculum.</p>
15
Widianto, Sunu, Yetty Dwi Lestari, Beta Embriyono Adna, Badri Munir Sukoco, and Mohammad Nasih. "Dynamic managerial capabilities, organisational capacity for change and organisational performance: the moderating effect of attitude towards change in a public service organisation." Journal of Organizational Effectiveness: People and Performance 8, no. 1 (March 9, 2021): 149–72. http://dx.doi.org/10.1108/joepp-02-2020-0028.
Повний текст джерелаАнотація:
PurposeThe aim of this study is to explore dynamic managerial capabilities (DMCs) and their effect on public organisational performance. While the previous research has focused on how leadership style impacts on organisational performance, the authors have investigated how the dynamic managerial capabilities of middle managers and their organisational capacity for change as well as their attitude towards the change are linked to organisational performance.Design/methodology/approachThe dataset was gathered during the field research carried out in a large public Indonesian government institution. In total, 313 managers and their direct followers participated in this study. The authors have employed structural equation modelling to test the hypotheses.FindingsThe results of this study demonstrate the role of the dynamic capabilities of the middle managers associated with organisational performance. The results show that dynamic managerial capabilities and organisational performance are mediated by the organisational capacity for change.Practical implicationsMiddle managers should equip and develop their capabilities in order to embrace change in the organisation through the communication between the different staff levels, uniting the vision and mission with the organisational members. Further, the organisation should empower the role of the middle managers by increasing their authority and participation in the policy-making that is part of the change process. In addition, the workplace could implement interventions to optimise the dynamic managerial capabilities held by the middle manager and employees through assessments and mentoring. Finally, particular training programmes could be implemented to boost the employees' skills and flexibility, thereby keeping them agile in the context of the changes in the work environment.Originality/valueThe role of the dynamic managerial capabilities of the middle manager is a prominent factor when facilitating a high level of organisational performance in a public organisation. However, the role of dynamic managerial capabilities does not have a direct effect on organisational performance if the organisation does not have the capacity to change, particularly in the Indonesian context.
16
Fitzgerald, Louise, and John Sturt. "Clinicians into Management: On the Change Agenda or Not?" Health Services Management Research 5, no. 2 (July 1992): 137–47. http://dx.doi.org/10.1177/095148489200500206.
Повний текст джерелаАнотація:
This article examines the issue of drawing medical consultants into managerial decision making. It commences by examining both historically and comparatively the influences on doctors and their reluctance to adopt managerial roles and responsibilities. It progresses to an analysis of the impact of the NHS and Community Care Act particularly in relation to the separation of purchaser and providers and the development of contracting mechanisms. The argument presented suggests that the rapid adoption of the clinical directorate model, as the favoured mode of organisation in acute units, has led to clinicians assuming ‘imitation’ general manager roles. The authors question whether this is the best use of the unique skills and time of clinicians. They compare with experience in the USA and propose that collaborative working between doctors and general managers is essential in health care. The article suggests a set of tasks for clinician managers and then dicusses the issues of training support and development which will be required if clinicians are to perform these tasks effectively.
17
Kohnová, Lucia, and Nikola Salajová. "Industrial Revolutions and their impact on managerial practice: Learning from the past." Problems and Perspectives in Management 17, no. 2 (June 25, 2019): 462–78. http://dx.doi.org/10.21511/ppm.17(2).2019.36.
Повний текст джерелаАнотація:
Technological changes that come with industrial revolution have largely affected businesses, as well as society. With the current technological shift and Fourth Industrial Revolution, many questions arise regarding the impacts and effects on current ways businesses operate. This study presents a retrospective analysis and overview of previous industrial revolutions. The aim of the retrospective analysis is to identify common characteristics that may lead to lessons learned for the forthcoming Fourth Industrial Revolution and thus complement the current debate on technological change. All previous industrial revolutions have led to change in business environments and new challenges for managers and owners. The findings show that all previous revolutions have led to increase in the number of service jobs created. The key approach of successful countries during the times of industrial revolution has included education as the source of new skills and knowledge necessary for adaption. Countries that were able to produce high skilled people could not only invent, but also adapt to new technologies sooner than others. Similarly, these approaches included introduction of new managerial practices in order to be able to utilize new technologies and new skilled workers effectively. The research article processes secondary data together with literature review on this topic.
18
MURPHY, PAUL R., and RICHARD F. POIST. "Skill Requirements of Contemporary Senior- and Entry-Level Logistics Managers: A Comparative Analysis." Transportation Journal 45, no. 3 (2006): 46–60. http://dx.doi.org/10.2307/20713643.
Повний текст джерелаАнотація:
Abstract While there is little question that the logistician's role(s) and responsibilities have undergone dramatic change in recent years, managerial skills and knowledge remain the foundation of effective and efficient logistics management. With this in mind, this article uses Poist's (1984) BLM (Business, Logistics, Management) framework to compare skill requirements for senior-and entry-level logistics managers. The article reports findings from a survey of U.S.-based search firms that engage in the recruitment and placement of managers in logistics, transportation, supply chain management, and related fields. Consistent with previous research based on the BLM framework, results from the present study indicate that management skills are most important for both senior-and entry-level managers, followed in order by logistics skills and business skills. Having said this, the study finds strong differences between senior- and entry-level personnel within the business, logistics, and management components of the BLM framework.
19
MURPHY, PAUL R., and RICHARD F. POIST. "Skill Requirements of Contemporary Senior- and Entry-Level Logistics Managers: A Comparative Analysis." Transportation Journal 45, no. 3 (2006): 46–60. http://dx.doi.org/10.5325/transportationj.45.3.0046.
Повний текст джерелаАнотація:
Abstract While there is little question that the logistician's role(s) and responsibilities have undergone dramatic change in recent years, managerial skills and knowledge remain the foundation of effective and efficient logistics management. With this in mind, this article uses Poist's (1984) BLM (Business, Logistics, Management) framework to compare skill requirements for senior-and entry-level logistics managers. The article reports findings from a survey of U.S.-based search firms that engage in the recruitment and placement of managers in logistics, transportation, supply chain management, and related fields. Consistent with previous research based on the BLM framework, results from the present study indicate that management skills are most important for both senior-and entry-level managers, followed in order by logistics skills and business skills. Having said this, the study finds strong differences between senior- and entry-level personnel within the business, logistics, and management components of the BLM framework.
20
Nestor, Olha Yu. "Managerial assets of territorial communities: theoretical approaches and applied aspects." Socio-Economic Problems of the Modern Period of Ukraine, no. 1(147) (2021): 21–26. http://dx.doi.org/10.36818/2071-4653-2021-1-4.
Повний текст джерелаАнотація:
The article investigates the theoretical approaches and applied aspects of the managerial assets of local communities in modern conditions of decentralization transformations in Ukraine. Scientific approaches to the interpretation of the concepts «personnel», «staff», «human resources», and «managerial asset» are distinguished. The paper suggests treating the managerial asset of the local community as a set of highly qualified specialists in the field of asset management of local communities, who have leadership skills, a certain set of skills, and sufficient experience to conduct efficient professional activities, as well as the ability to learn quickly and adapt to change. Since the managerial assets of the local community include not only representatives of local governments but also the private sector and non-governmental organizations, it is advisable to distinguish between the concepts of staff of local communities and their managerial assets. In our opinion, the key difference between them is that the managerial asset includes specialists who do not always have to be employees of state and governmental agencies. At the same time, it should be noted that a lot of studies focus on representatives of governmental agencies. Problems, threats, and obstacles to the efficiency of the managerial assets of local communities are considered. The domestic practice of forming the managerial assets of the local communities is highlighted. The world practice of forming the managerial assets of local communities on the example of Great Britain is covered. Three main categories of the managerial asset of the territorial community are identified: representatives of the state, representatives of the private sector, representatives of the non-governmental sector. Effective asset management of the local communities requires the involvement and joint efforts of representatives of these categories. The working relationship between these three groups and their involvement in the asset management process also builds trust and leads to long-term partnerships to further promote and build efforts.
21
Newell, Terry, James Wolf, and Allan Drexler. "Rescuing Training: Joining Learning and Application in a Federal Agency Training Program." Public Personnel Management 17, no. 3 (September 1988): 303–13. http://dx.doi.org/10.1177/009102608801700306.
Повний текст джерелаАнотація:
Traditional management training has often been too expensive or too poorly designed to be a credible vehicle for improving managerial skills and agency performance. The Senior Managers Program of the U.S. Department of Education offers an alternative. The year-long program integrates training with on-the-job application of skills to provide both a more effective learning environment and immediate results to demonstrate the value of the training. Each training workshop is followed by a planned and monitored intervention in the participant's work unit, and teams of participants work on significant agency problems identified by high-level officials. In addition to this novel approach to linking training with organizational change, the program seeks to develop a managerial support network to promote continued growth and agency improvement after the formal training program ends.
22
Karpova, E. G., and E. S. Gurenko. "Values and value orientations of a digital leader in the digital economy era." Digital Sociology 4, no. 4 (January 26, 2022): 13–17. http://dx.doi.org/10.26425/2658-347x-2021-4-4-13-17.
Повний текст джерелаАнотація:
The article examines the values and value orientations of a modern leader in the digital economy, in particular, the characteristics, skills and competencies, which distinguish a “digitalˮ leader from a “traditionalˮ leader and guarantee him/her success in business. The research is based on the results of a survey in which 120 people of different age categories and different managerial ranks (in Russia and abroad) participated to identify their priority personal and professional values and assess how these values influence their managerial decisions and the actions they take to transform of their business caused by digital change and the pandemic crisis and to achieve success. The findings of the study have to help understand to current and future leaders, what they have to do, what qualities and skills they have to develop to remain successful in today’s realities.
23
Kona, Musri, Hadi Prayitno, Dhian Supardam, and Nining Idyaningsih. "Managerial Competency Analysis of Educators in Building Excellence Cadets." International Journal of Science and Society 5, no. 3 (August 28, 2023): 389–95. http://dx.doi.org/10.54783/ijsoc.v5i3.758.
Повний текст джерелаАнотація:
Effective educational leadership provides the basis and places goals in an important position to change the norms in learning programs, increase productivity, and develop creative approaches to achieve maximum educational institution results and programs managerial competence possessed by aviation polytechnic educators in an effort to foster superior cadets. This research is qualitative with a case study design and uses three data collection methods, namely in-depth interviews, participant observation, and documentation studies. The research subjects were educators from the Medan Aviation Polytechnic who were selected using a purposive sampling technique. The following are the findings of this study: Managerial competence is seen in the planning, arrangement and coordination of cadet caregivers that can shape the development of academic, non-academic and disciplinary skills of cadets.
24
Lakshminarayanan, Sethumadhavan, Yogesh P. Pai, and Badrinarayan Srirangam Ramaprasad. "Competency need assessment: a gap analytic approach." Industrial and Commercial Training 48, no. 8 (October 3, 2016): 423–30. http://dx.doi.org/10.1108/ict-04-2016-0025.
Повний текст джерелаАнотація:
Purpose The purpose of this paper is to adopt a gap analytic approach to identify competency needs and further estimate the strength of such managerial competencies in predicting job performance. Design/methodology/approach A structured questionnaire was administered on 106 managers from 18 pharmaceutical companies in Maharashtra, India to capture their self-perceptions on importance of competencies, current expertise levels and job performance. Further, relative competence metric, t-test and multiple regression analysis was employed for data analysis. Findings Results indicate incongruence in perceptions of managers for current expertise and importance across four managerial competencies, i.e., analytic skills, self-management, relationship management and goal and action management. Further, gap analysis and relative competence metric reveals negative gaps among managers for competency dimensions pertaining to quantitative ability, adaptability, influence co-workers, change management skills and planning and task execution. Furthermore, self-management competencies are found to wield maximum influence on the self-perceptions of job performance followed closely by relationship management and analytic skills. Originality/value To the best knowledge of the authors, no study exists from pharmaceutical sector in India on managerial competencies and its impact on job performance. Also, authors have not come across any study in India that captures the competency needs through gap analysis and relative competence metric. This study attempts to fill both the aforementioned gaps in literature.
25
Nathan, Senthil K., A. Sumathi, and Tharun S. Raaghav. "The managerial skills in the game of roll ball - An indigenous game of india." Salud, Ciencia y Tecnología - Serie de Conferencias 3 (June 11, 2024): 879. http://dx.doi.org/10.56294/sctconf2024879.
Повний текст джерелаАнотація:
Roll Ball is an indigenous game of India. Roll Ball is a dynamic game blending roller skates, basketball, handball, and throwball, played between two teams of twelve players. The objective is to score goals within a set timeframe. It allows ball handling with one or both hands, bouncing repeatedly. Invented by Raju Dabhade in 2003, it's governed by the International Roll Ball Federation, emphasizing balance, speed, accuracy, and teamwork. With six World Cup matches held, Roll Ball has garnered global attention and become a beloved sport among youth. In roll ball, referees have the authority to make decisions on the field, according to the rule of Roll Ball. The good or bad decision of a referee could change the result of the game. Refereeing is a very critical task. The role of referees and players on the field of play demonstrates many more managerial skills. Management is a term is meant not only for companies, but also for sports. This conceptual paper describes the managerial skills being utilized either knowingly or unknowingly by the players and referees.
26
Arkhipova, Svetlana Mikhailovna. "Transformation of professional competencies of a modern specialist: the formation and development of soft skills." Lizing (Leasing), no. 2 (June 28, 2021): 51–58. http://dx.doi.org/10.33920/vne-03-2108-06.
Повний текст джерелаАнотація:
The article is devoted to the study of the issues related to the change in the educational trajectory of a modern specialist due to the need to form new professional and personal competencies. The author has studied and presented new flexible and professional skills that have become in demand in the conditions of the technological revolution and the dynamically changing business environment of the beginning of the 21st century. The author emphasizes the importance of the formation and development of manager soft skills in entrepreneurial and managerial activities.
27
Shaikh, A., C. A. Bisschoff, and C. J. Botha. "A Theoretical Model to Measure Managerial and Leadership Competence of Business School Managers." Journal of Economics and Behavioral Studies 9, no. 6 (January 15, 2018): 149–65. http://dx.doi.org/10.22610/jebs.v9i6.2012.
Повний текст джерелаАнотація:
A theoretical model to measure managerial competence was developed by evaluating two previous models with similar aims. In addition to the original eight management competencies, another eight competencies were identified and applied to determine the management competencies needed in the Fourth Industrial Revolution with its fast-changing business environment. The article narrows down eleven management competencies and develops measuring criteria for each; in total 42 criteria. The eleven business competencies are leading change, cultural intelligence, team building, conflict management, communication skills, a global leader mindset, emotional intelligence, career awareness, personal value system, and external and ethical influences. The model is a theoretical model and presents management competencies relevant to the modern business environment. The value of this study resides in a strong theoretical basis for postmodern business environmental skills that managers need to maintain completeness of their organizations as well as providing a sound point of departure for other researchers of managerial competence.
28
Myers, Christopher G., Anna T. Mayo, Allen Kachalia, Daniel Polsky, and Kathleen M. Sutcliffe. "Covid-19 has made clear why all physicians need to know about the business of healthcare." Journal of Patient Safety and Risk Management 26, no. 2 (January 27, 2021): 51–55. http://dx.doi.org/10.1177/2516043521990255.
Повний текст джерелаАнотація:
Amid longstanding recognition that healthcare challenges are often managerial, not just clinical, many have called for greater attention to developing physicians’ business management abilities. However, the Covid-19 pandemic has amplified the urgency of building physicians’ business knowledge and skills—from understanding health economics and finances to managing dynamics of collaborative leadership and change—in order to respond to pandemic-induced business challenges that threaten healthcare organizations. Unfortunately, existing efforts to develop these critical skills among physicians remain limited, focusing primarily on early-career physicians-in-training or later-career physicians in formal leadership positions. These efforts leave a wide swath of frontline physician leaders “in the middle” without systematic resources for developing their business management abilities. We advocate for several key changes to professional practices and policies to help bring business of health knowledge and skills to the foreground for all physicians, both in the pandemic and beyond.
29
Moore, Ben. "What competencies will be needed to manage Artificial Intelligence in the workplace? (An AI perspective)." Assessment and Development Matters 16, no. 1 (February 20, 2024): 4–8. http://dx.doi.org/10.53841/bpsadm.2024.16.1.4.
Повний текст джерелаАнотація:
Key digested messageThis article explores essential managerial competencies in the context of integrating artificial intelligence (AI) into the modern workplace. Key skills include technical literacy for informed decision-making, ethical consideration to address biases, change management for seamless AI adoption, and effective communication to bridge technical and non-technical stakeholders. These competencies position managers as pivotal contributors to successful AI management, organisational resilience, and innovation.
30
Kiers, Jethro, Jaap Seinhorst, Mirthe Zwanenburg, and Klaas Stek. "Which Strategies and Corresponding Competences Are Needed to Improve Supply Chain Resilience: A COVID-19 Based Review." Logistics 6, no. 1 (February 1, 2022): 12. http://dx.doi.org/10.3390/logistics6010012.
Повний текст джерелаАнотація:
Background: During the COVID-19 pandemic, it became evident that supply chains were not as resilient as they should be. To cope with future disruptions or epidemic outbreaks, supply chain resilience should be improved based on lessons learnt from the impacts of COVID-19 to improve supply chain resilience and facilitate the corresponding competences and skills to implement strategic changes. Method: Applying the dynamic managerial capabilities theory lens, an integrative review is conducted focused on (1) the multiple impacts of COVID-19 on the supply chain resilience, (2) multiple strategies to enhance supply chain resilience, and (3) competences needed to implement the strategic changes successfully. Result: During COVID-19, supply chains could not handle supply and demand shocks, which led to a disrupted state of supply chains. To reduce the impacts of the subsequent disruptions, companies should implement specific strategic changes and increase complementary skills and competences levels. A proposed framework indicates which skills and competences need to be developed to implement a strategic change. Conclusion: Companies must shift their focus from (cost) efficiency to creating more resilient supply chains. Additionally, purchasing professionals should develop their skills and competences accordingly to cope with future disruptions.
31
Oliveira, Iria Barbara de, Aida Maris Peres, Rodrigo Almeida Bastos, Mary Casey, and Fiona Timmins. "Managerial Competencies Engaged in Innovative Actions in Primary Health Care: A Qualitative Study of Brazilian Nurses." Journal of Nursing Management 2023 (October 13, 2023): 1–9. http://dx.doi.org/10.1155/2023/8746398.
Повний текст джерелаАнотація:
Aim. To explore the managerial competencies engaged in innovative actions among Brazilian nurses working in primary health care. Background. The mobilization of managerial competencies favors environments that are in transformation. There is a lack of studies that recognize the managerial skills which influence the implementation of innovative actions in PHC. Method. A qualitative exploratory descriptive approach was developed in the PHC of a municipality in Brazil. A total of 76 nurses who worked in management and care participated with a semistructured script being applied on innovative actions implemented in the service. The data were processed in IraMuTeQ 0.7 and later analyzed by descending hierarchical classification. Results. The managerial competencies that influenced the development of innovative actions implemented were as follows: communication and teamwork in planning innovative actions, continuing education for application and implementation, and leadership and people management. Conclusions. Managerial competencies were used as strategies by nurses to implement innovative actions and contribute to engagement and generating positive results, emphasizing autonomy and the role of nurses as agents of change. Implications for Nursing Management. The identified management competencies contribute to directing and sustaining innovative actions, as well as to identifying critical nodes that need support and innovation.
32
Bivol, Teodor. "Study on managerial communication based on students’ learning needs." Moldoscopie, no. 1(98) (September 2023): 132–41. http://dx.doi.org/10.52388/1812-2566.2023.1(98).11.
Повний текст джерелаАнотація:
In order to promote a new vision of knowledge management and management centred on human capital, on communication skills, in school organisations the focus should also be on the training needs of the learner, who tends to become a real partner in the learning process. New concepts such as discovery learning, emotional intelligence, competence development, competence-based teaching, school performance and educational standards are emerging in the conception of education and from a democratic, learner-centred perspective, bringing a new connotation to the teaching and management process. Change in education is “an innovation that is a measurable, deliberate and infrequent improvement”. In a success-oriented school, the school manager must have the needs of the pupils at the core of the strategy based on managerial communication. In this study, the author identified the success training needs of a group of students in a school organisation in Iasi.
33
Brožová, Helena, Jana Horáková, and Jiří Fiedler. "LECTURERS’ MANAGERIAL COMPETENCIES IMPORTANT FOR STUDENTS AT THE CZECH UNIVERSITY OF LIFE SCIENCES." Problems of Education in the 21st Century 76, no. 4 (August 15, 2018): 465–82. http://dx.doi.org/10.33225/pec/18.76.465.
Повний текст джерелаАнотація:
This research identifies the lecturers’ competencies which are the most important from the students’ perspective at the Czech University of Life Sciences Prague and compares students’ opinion and their change over the whole study period. It does not deal with the knowledge competencies of lecturers that students cannot objectively evaluate, but with lecturers’ managerial competencies that affect the organization, forms and ways of teaching. The examined competencies are hierarchically organized into three groups of particular competencies comprising of bipolar characteristics. Based on survey of students at the University, the evaluation of importance of managerial competencies using the Analytic Hierarchy Process was performed. The findings show that Innovative education, Good communication skills, Ability of improvisation, and Democratic way of teaching are the most important lecturers’ competencies from students’ point of view. Surprisingly, Oral based presentation is preferred to IT based one. Knowledge of the most important managerial competencies can help lecturers and universities to increase quality of educational process and attractiveness of the university for students. Keywords. Analytic Hierarchy Process, higher educational institutions, lecturer’s managerial competencies, students’ perception.
34
Boyer, Michael, and Lisa Sovilla. "How to Identify and Remove the Barriers for a Successful Lean Implementation." Journal of Ship Production 19, no. 02 (May 1, 2003): 116–20. http://dx.doi.org/10.5957/jsp.2003.19.2.116.
Повний текст джерелаАнотація:
This article discusses the issues with moving forward with lean manufacturing or learn repair. Once there is executive awareness and an understanding of the basic principles with significant momentum, there is knowledge and experience that may ensure your path of success. What are the barriers or obstacles to implementation, and what are the realities? Companies are differentiated by their various personalities, characteristics, and pools of knowledge, skills, and abilities. The barriers to change and reasons for failure among them, however, are very similar. The typical obstacles are underestimating the cultural and managerial impacts, the illusion of progress, conflicting measures, believing the excuse list, not remaining principle based, and using lean as a set of tools rather than a way of doing business. The countermeasures include embedding the lean principles in strategy, recognizing the realities of change, focusing efforts and getting immediate results, and assessing, acknowledging, and resolving cultural and managerial constraints.
35
Cosentino, Antonietta, and Paola Paoloni. "Women’s Skills and Aptitudes as Drivers of Organizational Resilience: An Italian Case Study." Administrative Sciences 11, no. 4 (November 10, 2021): 129. http://dx.doi.org/10.3390/admsci11040129.
Повний текст джерелаАнотація:
The economic system has experienced heavy consequences caused by the recent pandemic. This paper investigates the interaction between the crisis and organization reaction, focusing on the female managerial role and contribution to overcoming the crisis in male-owned and managed companies. To achieve the research objectives, we used a qualitative research method based on an explorative case study. The results show that female managerial skills have fostered organizational resilience in terms of: (i) the attitude to change; (ii) the ability to promote new initiatives; and (iii) the ability to have initiated, consolidated, and managed solid formal relationships with institutional stakeholders. Our results also highlight the decisive contribution of corporate governance (even if male-oriented) in favoring the growth and autonomy of women in positions of responsibility. This contribution is evidenced by (iv) increasing delegation of roles and responsibilities in managing relationships with institutional stakeholders to women managers; and (v) recognizing women managers’ talents in terms of career progression. The originality of this work is represented by the survey that aims to determine how the female management of businesses managed and owned by men can foster the resilience of companies. On the other hand, this paper investigates how female leadership drives organizational resilience during unexpected shocks, opening an interdisciplinary viewpoint.
36
Alvarez, Laura Patricia Paternina, Carlos Alberto Severiche Sierra, Jorge Luis Perez Sierra, Edna Elizabeth Aldana Rivera, Edinson Enrique Marenco Alarcón, and Fabrielo Alfonso Jimenez Bolivar. "Management Training Skills for Technological Management in Business Contexts with Influence in Indigenous Areas of the Colombian Caribbean." Revista de Gestão Social e Ambiental 18, no. 8 (June 13, 2024): e07313. http://dx.doi.org/10.24857/rgsa.v18n8-120.
Повний текст джерелаАнотація:
Objective: The objective of this study is to characterize the managerial training competencies for technological management in the context of the Wayuu population of the Colombian Guajira. Theoretical Framework: Effective management of the managerial function corresponds to cultural, social, informational, technological, academic and emerging characteristics, which generally arise from the demands of the environment, under the framework of a knowledge-based society. Method: Research framed as descriptive and field, non-experimental-cross-sectional design, the sample was 12 business managers from La Guajira Colombiana. Observation was used as a research technique, the instrument was a data questionnaire, with a Likert scale of five alternatives. Results and Discussion: Managerial, interpersonal and humanistic competencies constitute a strength in managers, since they constitute an area where managers show adequate capabilities for technological management based on solid communication processes and interpersonal relationships with the human talent of the organization. Research Implications: Thanks to its strategic vision, its commitment to change, its leadership and decision-making capacity, senior management activity has become a determining act for the development of companies and societies. Originality/Value: The relevance and value of this research is evident in that the management of the topic must be based on the scientific demands that arise in training and research at the highest and transdisciplinary level that govern current social sciences.
37
Sawyer, Anne-Maree, David Green, Anthony Moran, and Judith Brett. "Should the nurse change the light globe?" Journal of Sociology 45, no. 4 (November 24, 2009): 361–81. http://dx.doi.org/10.1177/1440783309346478.
Повний текст джерелаАнотація:
Over the last two decades New Public Management, de-institutionalization and the growth of community care have radically altered the landscape of human service delivery in Australia. As a consequence of these changes, human service agencies have been compelled to develop mechanisms for regulating and managing the risks involved in frontline community care — and the management of risk is now pivotal to the practices of professional workers in this field. British research suggests that the emphasis on risk gives rise to greater monitoring and administrative supervision of workers and a focus on managerial rather than therapeutic skills. This article presents some early findings from an Australian study that finds a very different picture. Based on interviews with 24 social workers and nurses employed in community care, we found that these workers expressed a strong sense of agency when interpreting and negotiating the risk management policies of their respective organizations, and were focused primarily on the needs of their clients rather than bureaucratic procedures.
38
Guelfi, Silvano, and Paolo Saluto. "Turnover Variances Analysis-Determinants for a Managerial and Competitive Analysis." International Journal of Business Administration 10, no. 2 (January 28, 2019): 63. http://dx.doi.org/10.5430/ijba.v10n2p63.
Повний текст джерелаАнотація:
The decision-making processes and the consequent managerial actions feed on timely knowledge. The analysis of variances is at the same time a logical process and a fundamental technique to know in real time the economic impact of the determinants of management performance and it drives actions in terms of skills, resources/processes, priorities.This article, focused on the analysis of turnover variances highlights the differences between current and past performance as concerns volumes sold, mix of products sold, bonuses granted to customers and selling prices recognized by the customer, consists of two methodological sections:1. Turnover Variances Analysis. From an algebraic difference to a managerial analysis: how much did impact the single determinants on the turnover change?2. Benchmark Turnover Variances Analysis. From an internal to a competitive analysis: what was the company performance compared to the market one?
39
Gunawan, Dedy, Nurannafi Farni Syam Maella, Sanhari Prawiradiredja, and Citra Rani Angga Riswari. "Examine the Women Communication Managerial Skill at PT LAZ Coal Indonesia." Journal of Economic, Bussines and Accounting (COSTING) 7, no. 4 (July 5, 2024): 10414–22. http://dx.doi.org/10.31539/costing.v7i4.11142.
Повний текст джерелаАнотація:
Efficient communication plays a crucial role in effective management, especially in the coal mining industry. This industry requires strong interpersonal and leadership skills due to its intricate stakeholder relationships and demanding operational environments. This case study explores the communication-based managerial skills of women leaders at PT LAZ Coal Indonesia, a well-known coal mining company in the region. The study follows the methodological approach of Robert K. Yin. The existing literature on communication in the mining industry emphasizes the significance of strategic communication in effectively managing intricate stakeholder dynamics, promoting teamwork, and facilitating organizational transformation. Research has highlighted the specific communication obstacles that women encounter in industries dominated by men. These challenges include overcoming gender biases and establishing credibility. This qualitative case study utilized in-depth interviews with a purposive sample of two women managers at PT LAZ Coal Indonesia, encompassing mid-level supervisors to senior executives. The interviews delved into the participants' communication strategies, leadership approaches, and experiences in navigating the organizational culture. In addition, the researchers observed the women managers in their work environments and analyzed company documents to cross-reference the data. The research uncovers that the female managers at PT LAZ Coal Indonesia have honed a variety of communication-focused managerial abilities, such as attentive listening, compassionate issue resolution, and the tactical utilization of both formal and informal communication avenues. These skills have allowed them to establish trust with their teams, efficiently handle stakeholder relationships, and bring about organizational change. Nevertheless, the women encountered obstacles, including the task of maneuvering through gender-based biases and the requirement to adjust their communication styles to fit into the predominantly male organizational culture. This study offers valuable insights into the communication-based managerial skills of women leaders in the coal mining industry, showcasing their adeptness in navigating intricate organizational dynamics and cultivating collaborative work environments. The findings could potentially shape the creation of training and mentorship programs for women who aspire to be leaders. Additionally, they could add to our knowledge of communication strategies based on gender in industries that are predominantly male-dominated.
40
Smith, Anthony E. "New Technology and the Non-Manual Labour Process in Britain." Articles 46, no. 2 (April 12, 2005): 306–28. http://dx.doi.org/10.7202/050672ar.
Повний текст джерелаАнотація:
Drawing on evidence from five detalled case studies, this paper focuses on the relationship between technical innovation and non-manual skills and work organization. In none of these cases could the introduction of new technologies simply equate technical innovation with deskilling and enhanced managerial control. Indeed, one of the more interesting and important findings of the research was that technological change has been more favourable for technical than for clerical occupational groups.
41
Asep Haryana. "Studi Tentang Kompetensi Manajerial Kepala Sekolah Sebagai Upaya Peningkatan Profesionalitas Guru Di SD Negeri Timuhegar Kecamatan Bojonggambir Kabupaten Tasikmalaya." Jurnal Arjuna : Publikasi Ilmu Pendidikan, Bahasa dan Matematika 1, no. 4 (August 23, 2023): 80–90. http://dx.doi.org/10.61132/arjuna.v1i4.79.
Повний текст джерелаАнотація:
The background of this research is that the performance in carrying out managerial functions, a school principal will experience several obstacles caused by various factors both from outside and from within. A school principal is able to carry out the managerial function of the principal, if in carrying out this function it is carried out properly, and can overcome various obstacles that arise properly and wisely. With qualified managerial competency skills, it is hoped that teacher professionalism will also increase teacher professionalism. The purpose of this study was to analyze and describe: 1) Implementation of the principal's managerial competencies in improving teacher professionalism; 2) The obstacles faced by school principals in implementing the principal's managerial competencies to improve teacher professionalism; 3) Efforts made by the principal in implementing the managerial competency of the principal to improve teacher professionalism. The research method used in the preparation of this thesis is descriptive with a qualitative approach. Data collection techniques were carried out through interviews, observation, and documentation studies. The informants in this study included school principals, supervisors, school committees, and teachers. The results of the study show that 1) The managerial competence of the principal in review has been well implemented so that it can improve teacher professionalism. However, there are aspects that need to be improved, namely managing school change and development towards an effective learning organization; 2) There are obstacles encountered in applying the managerial competence of school principals in improving teacher professionalism; 3) There are efforts to overcome obstacles in implementing the principal's managerial competencies to improve teacher professionalism. The first obstacle is the difference in tasks that are very different because.
42
Davey, Braedon, Daniel Lindsay, Justin Cousins, and Beverley Glass. "“Why Didn’t They Teach Us This?” A Qualitative Investigation of Pharmacist Stakeholder Perspectives of Business Management for Community Pharmacists." Pharmacy 11, no. 3 (June 11, 2023): 98. http://dx.doi.org/10.3390/pharmacy11030098.
Повний текст джерелаАнотація:
Expanding the scope of practice has provided an opportunity to reflect on the business management role of the community pharmacist. This study aimed to determine stakeholder perspectives of what business management skills are required for the community pharmacist, potential barriers impeding changes to management in the pharmacy program or community pharmacy setting, and strategies to improve the business management role of the profession. Purposively selected community pharmacists across two states in Australia were invited to participate in semi-structured phone interviews. A hybrid approach of inductive and deductive coding was used to transcribe and thematically analyse interviews. Twelve stakeholders described 35 business management skills in a community pharmacy, with 13 skills consistently used by participants. Thematic analysis revealed two barriers and two strategies to improve business management skills in both the pharmacy curriculum and community pharmacy. Strategies to improve business management across the profession include pharmacy programs covering recommended managerial content, learning from experience-based education and creation of a standardised mentorship program. There is an opportunity for business management culture change within the profession, and this may require community pharmacists developing a dual thinking process to appropriately balance professionalism and business management.
43
Kijjambu, Nsambu Frederick, and Christina Kyomuhendo. "Internal Controls, Managerial Competence and Financial Performance of ABU Sacco." American Journal of Finance 7, no. 2 (June 17, 2022): 34–63. http://dx.doi.org/10.47672/ajf.1068.
Повний текст джерелаАнотація:
Purpose: This study aimed at establishing the relationship between Internal controls, managerial competence and financial performance of ABU SACCO Mbarara.
Methodology: A cross- sectional study design was adopted and based on a population comprised of ABU SACCO coverage in her 6 branches. A sample size of 35 respondents was selected. The study used the questionnaire to collect data and extracted financial data from audited financial statements of the SACCO and management reports over the four years 2014-2017. Correlation and regression analysis were done with the use of SPSS ver. 21, PMT tool was used to analyze secondary data.
Findings: The study findings reveal that there is a significant positive relationship between internal controls and financial performance at ABU SACCO (r=.515, p<.01). This means that any positive change in internal controls is associated with a positive change in financial performance. The findings further revealed that there is a significant positive relationship between managerial competence and financial performance at ABU SACCO (r=.765, p<.01). All the dimensions of internal controls have a positive significant relationship with financial performance apart from control activities and control environment, plus the dimensions of managerial competence have a positive significant relationship with financial performance apart from interpersonal skills. A regression analysis established that internal controls and managerial competence explain 58.4% of the variations in the financial performance of ABU SACCO. The implication is that 41.6% is explained by variables not considered in this study such as; political and inflation factors.
44
Moldoveanu, Ion. "Looking into the Antecedents of the Transformation of IT Jobs. A Country-based Perspective." Management Dynamics in the Knowledge Economy 10, no. 3 (September 1, 2022): 251–71. http://dx.doi.org/10.2478/mdke-2022-0017.
Повний текст джерелаАнотація:
Abstract Technology is changing at an exponential rate. As a result, it does have a disruptive life on society and our lives. It changes our personal lives, socialization, and interaction with people and businesses. Technology has changed and does continue to change the way we work. Along with the four industrial revolutions, many jobs have disappeared, more jobs have been created, and almost every job was transformed by automation. The 4th industrial revolution leading to Industry 4.0 is powered by artificial intelligence, robotics, Internet of things. The Information Technology (IT) industry and IT professionals primarily drive this transformation. While information technology specialists contribute with the technology they build to change their world, technology is transforming the profession responsible for this transformation. The paper looks at how digital transformation impacts the transformation of IT jobs, how government policies and managerial strategies impact the transformation of IT jobs and how employees and organizations are responding with investment in skills development. The research relies on a questionnaire-based survey with 132 Romanian IT professionals, students and computer science professors representing small and large organizations. Seven out of the nine hypotheses were supported by the data, confirming that digital transformation impacts the transformation of jobs, particularly IT jobs, and that this drives the need to build new technical and soft skills.
45
Anisimova, Sof'ia V., and Nadezhda V. Pilipchuk. "Changing the requirements for state civil servants in the conditions of building a service state." Vestnik of Samara University. Economics and Management 14, no. 1 (May 16, 2023): 139–47. http://dx.doi.org/10.18287/2542-0461-2023-14-1-139-147.
Повний текст джерелаАнотація:
Trends in changes in the institution of public service give rise to changes in the requirements for public civil servants in the conditions of building a service state. The purpose of the article is to highlight the main directions of changes in the activities of the public civil servants, starting with the definition of requirements for their skills, competencies and education. The article reveals the content of the concept of "service state", describes the specifics of the formation of a service state in Russia. Among the main trends of changes are: digitalization, customer orientation, organization of work with the use of project activity technologies, including agile methodology; self-management and self-motivation. Among the methods it is worth noting general: analysis, classification, analogy; particular: comparison, description, modeling. The authors conducted a theoretical analysis of the economic, managerial and regulatory literature on the research topic. The authors grouped the requirements for the skills and competencies of the public civil servants in the service state with a division into digital and other; the types of professional service activities are highlighted, from which it is logical to start replacing public civil servants with services / bots. The need to change the attitude to the education of future officials and to increase the requirements for them, starting from the lowest positions, is justified. It is suggested that it is important to change the thinking of GGS, their attitude to education and the need to change the requirements for it.
46
SHTAL, Tatyana V., Iryna LYTOVCHENKO, and Hanna A. POLIAKOVA. "Development of Professional Competency of Managerial Staff on the Basis of Acmeological Approach." Journal of Advanced Research in Law and Economics 9, no. 4 (June 30, 2018): 1481. http://dx.doi.org/10.14505//jarle.v9.4(34).35.
Повний текст джерелаАнотація:
Currently, there is a change in the role of education in the direction of forming a vector of continuing education, cultivation of self-development skills, self-organization in order to improve the professional competences of management. The article examines the need to reorganize the existing education system at enterprises and formation of new technologies of development of professional competences of managerial staff. It is proved that the main objective of the competence approach in vocational education is the formation of a competent managerial specialist with appropriate competence sets needed for successful achievement of an organization's strategic goals. The acmeological aspects of professional competence of managerial staff with the use of basic acmeology categories are discussed in details. The process of development and application of archeological technologies at domestic enterprises is proposed. The theoretical and methodological basis of the research was: the principles of system, integrity, unity and mutual determination of the external and internal. As theoretical methods, theoretical-methodological and retrospective analysis, generalization and interpretation of scientific data were used.
47
Kaplan, Steven N., and Joshua Rauh. "It's the Market: The Broad-Based Rise in the Return to Top Talent." Journal of Economic Perspectives 27, no. 3 (August 1, 2013): 35–56. http://dx.doi.org/10.1257/jep.27.3.35.
Повний текст джерелаАнотація:
One explanation that has been proposed for rising inequality is that technical change allows highly talented individuals, or “superstars” to manage or perform on a larger scale, applying their talent to greater pools of resources and reaching larger numbers of people, thus becoming more productive and higher paid. Others argue that managerial power has increased in a way that allows those at the top to receive higher pay, that social norms against higher pay levels have broken down, or that tax policy affects the distribution of surpluses between employers and employees. We offer evidence bearing on the different theories explaining the rise in inequality in the United States over recent decades. First we look the increase in pay at the highest income levels across occupations. We consider the income share of the top 1 percent over time. And we turn to evidence on inequality of wealth at the top. In looking at the wealthiest Americans, we find that those in the Forbes 400 are less likely to have inherited their wealth or to have grown up wealthy. The Forbes 400 of today also are those who were able to access education while young and apply their skills to the most scalable industries: technology, finance, and mass retail. We believe that the US evidence on income and wealth shares for the top 1 percent is most consistent with a “superstar”-style explanation rooted in the importance of scale and skill-biased technological change. It is less consistent with an argument that the gains to the top 1 percent are rooted in greater managerial power or changes in social norms about what managers should earn.
48
Pasko, Oleh, Li Zhang, Edward Markwei Martey, Tetyana Kuts, and Linus Baka Joshua. "Does managerial ability matter in corporate sustainability-related dynamics? An empirical investigation." Problems and Perspectives in Management 22, no. 1 (January 10, 2024): 128–46. http://dx.doi.org/10.21511/ppm.22(1).2024.12.
Повний текст джерелаАнотація:
This study aims to assess the intricate interplays between managerial ability, corporate social responsibility (CSR), and firm value, focusing on 3,498 company-year observations sourced from the RANKINS CSR RATINGS and China Stock Market &amp; Accounting Research (CSMAR) databases representing China’s Shanghai and Shenzhen A-share listed companies from 2009 to 2018. Employing a rigorous sample selection process and utilizing data from reliable databases, the research employs a comprehensive methodology to explore the intricate corporate sustainability-related dynamics influencing organizational success and societal impact.The findings reveal a compelling negative correlation between managerial ability and CSR performance, corroborating previous research and suggesting potential challenges in reconciling managerial competence with social responsibility priorities. Furthermore, this paper establishes a negative correlation between CSR and firm value, with managerial ability influencing the magnitude of this impact, underscoring the significance of managerial skills in moderating the relationship between CSR initiatives and overall corporate performance. Moreover, the study uncovers a robust positive correlation between managerial ability and firm value, emphasizing the pivotal role of adept leadership in achieving higher corporate valuation. It provides valuable insights for practitioners, policymakers, and scholars, creating a conducive environment for well-informed decision-making. In the ever-changing corporate landscape, a deep understanding of these interconnections is essential to nurture business practices that are both sustainable and value-oriented. AcknowledgmentThis paper is co-funded by the European Union through the European Education and Culture Executive Agency (EACEA) within the project “Embracing EU corporate social responsibility: challenges and opportunities of business-society bonds transformation in Ukraine” – 101094100 — EECORE – ERASMUS-JMO-2022-HEI-TCH-RSCH-UA-IBA/ERASMUS-JMO-2022-HEI-TCHRSCH https://eecore.snau.edu.ua/Oleh PASKO expresses sincere gratitude for the support from the Kirkland Research Program, generously provided by the Leaders of Change Foundation established by the Polish-American Freedom Foundation.
49
Pugh, Lyndon. "The management of hybrid libraries." Library and Information Research 29, no. 92 (September 22, 2009): 13–31. http://dx.doi.org/10.29173/lirg194.
Повний текст джерелаАнотація:
This research investigates managerial attitudes to some key ideas concerning the organisational design of hybrid libraries. It establishes the general theoretical base for the management of organisations operating in similar circumstances, and considers the treatment of hybrid libraries in the literature of librarianship. A questionnaire administered to UK library directors obtained responses to the key areas of organisational structures, communication, the management of
electronic/digital information, skills, learning and development, teams, leadership and the degree of change in the roles of senior and middle management.
50
Sinyagina, Natalia. "SOCIAL-COGNITIVE DETERMINANTS OF MANAGERIAL SUCCESS: A REVIEW OF SCIENTIFIC APPROACHES." Main Issues Of Pedagogy And Psychology 22, no. 2 (November 26, 2022): 35–42. http://dx.doi.org/10.24234/miopap.v22i2.437.
Повний текст джерелаАнотація:
Determining the necessary skills to meet present and future priorities and assessing resources of managerial activity are the fundamental directions of strategic staff planning in civil service. The necessity of studying cognitive and personal determinants of success in managerial activity is becoming even more urgent insofar as it concerns processes inextricably connected with the person performing it and their qualities and methods of action. It seems important to assess the cognitive styles that significantly influence managerial activity and mediate the influence of a number of other psychosocial variables. In connection with this, the purpose of this study is the theoretical analysis of technologies and methods for studying the features of the social-cognitive domain of managers in the public administration system and its relationship with their managerial success. The least studied here, yet no less significant, are cognitive determinants directly related to personality traits, a subject which is also illuminated in the results obtained in the course of the theoretical analysis, analytical synthesis, analytic induction, typology, and generalization of more than 60 scientific articles from domestic and international researchers. The result is also an analysis and systematization of productive approaches and methods for studying the features of the social-cognitive domain and an assessment of their influence on managerial and career achievements, which has become the grounds for describing the main social-cognitive antecedents that affect managerial success and substantiating the typology of leaders’ subjective managerial conceptions, based on which it is possible to develop programs for their individual development. The study and assessment of cognitive personality traits have significance concerning the search for factors that contribute to strategic change.