Щоб переглянути інші типи публікацій з цієї теми, перейдіть за посиланням: Managers.
Статті в журналах з теми "Managers"
Оформте джерело за APA, MLA, Chicago, Harvard та іншими стилями
Ознайомтеся з топ-50 статей у журналах для дослідження на тему "Managers".
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
Bozkurt, F. Gamze. "Moderating Effect of Trust in Managers on the Relation between Delegation of Authority and Managers’ Perceived Social Loafing." Information Management and Business Review 4, no. 11 (November 15, 2012): 583–95. http://dx.doi.org/10.22610/imbr.v4i11.1016.
Повний текст джерелаАнотація:
Delegation of authority is the manager’s transferral of his/her right of decision-making and implementation to subordinates. Delegation is widely acknowledged an essential element of effective management. Although delegation of authority is used as a managerial technique, employees might perceive it as either social loafing behaviour by their manager or an empowerment method. One of the purposes of the current study is to determine whether delegation of authority is perceived as a kind of social loafing behaviour or not. According to some researchers, trust affects how one interprets managers’ behaviours and the motives underlying them. If employees trust their managers, they become more positive about their managers and may even ignore some of their behaviours. Therefore, the second purpose of the current study is to investigate the moderating effect of trust on the relationship between the delegation of authority and subordinates’ perceptions of their managers’ social loafing. Data were collected from 243 employees working in a company. Hierarchical regression analysis was used to in order to measure linear and moderator effects. The results revealed that there is no relationship between the delegation of authority and perceived social loafing. Moreover, it was found that the level of trust in managers does not moderate this relationship. Interestingly, although it was not hypothesized, further analysis revealed that trust in manager is negatively related to the manager’s perceived social loafing. The implications of the study for research and practice are discussed and some suggestions are made for future research as well as the strengths and limitations of the study.
2
Mehmood, Qaiser, Melvyn R. W. Hamstra, and Bert Schreurs. "Employees’ perceptions of their manager’s authentic leadership." Personnel Review 49, no. 1 (October 14, 2019): 202–14. http://dx.doi.org/10.1108/pr-03-2019-0097.
Повний текст джерелаАнотація:
Purpose The purpose of this paper is to test whether managers’ political skill is relevant for employees’ authentic leadership perceptions. Political influence theory assumes that political tactics seek to affect others’ interpretations of a person or situation. Thus, what matters for employees’ perceptions of their manager’s authentic leadership may be whether the manager actively seeks to show behavior that can be interpreted as authentic leadership. Combining political influence theory and gender stereotypes research, it is further suggested that manager gender moderates the employees’ interpretation of political influence attempts that are ambiguous. Design/methodology/approach Managers (n=156; 49.5 percent female) completed measures of their political skill. Employees (n=427; 39.1 percent female) completed measures of the manager’s authentic leadership. Findings Managers’ apparent sincerity was positively related to employees’ perceptions of managers’ authentic leadership; managers’ networking ability was negatively related to employees’ perceptions of female managers’ authentic leadership, but not of male managers. Research limitations/implications The methodology does not allow claims about causality. Originality/value Findings add knowledge of authentic leadership, such as difficulties that female managers face, and show the value of a fine-grained approach to political skill. Female managers should be aware that networking might have disadvantageous side effects. Conversely, sincere behavior attempts seem favorable for authentic leadership perceptions.
3
Kaplan, Steven E., Michael J. Petersen, and Janet A. Samuels. "Further Evidence on the Negativity Bias in Performance Evaluation: When Does the Evaluator's Perspective Matter?" Journal of Management Accounting Research 30, no. 1 (February 1, 2017): 169–84. http://dx.doi.org/10.2308/jmar-51698.
Повний текст джерелаАнотація:
ABSTRACT In a setting involving a firm using multiple performance measures, we experimentally examine the effect of an evaluator's perspective on the relative performance evaluations of two managers. The performance outcomes of the two managers are linearly equivalent, but one manager's performance includes an equivalent number of above target and below target outcomes (e.g., the mixed manager), while the other manager's performance only includes above target outcomes (e.g., the positive manager). In this setting, we provide new evidence on the negativity bias and whether the bias is moderated based on evaluators' role and the importance of the measures with negative outcomes. Participants are assigned to the role of the supervisor, the mixed manager, or the positive manager and asked to evaluate each manager's performance. We predict and find that participants in all three roles exhibit the negativity bias. In addition, we predict that the strength of the negativity bias exhibited by mixed or positive managers relative to the supervisor's negativity bias depends on whether the measures with negative outcomes are more or less important. As expected, we find that when negative outcomes involve less important measures, the relative performance evaluations of mixed (positive) managers are similar to (differ from) those of supervisors. In contrast, when negative outcomes involve more important measures, the relative performance evaluations of positive (mixed) managers are similar to (differ from) supervisors. Understanding whether and when managers' relative performance evaluations differ from their supervisors is important, in part, because conflicts and potentially dysfunctional behavior are likely to arise when their relative performance evaluations differ.
4
Mladenović, Milica, Bojan Krstić, and Zoran Simonović. "Conceptualization of index methodology for measuring manager's satisfaction with their job, private life and work/life balance." Ekonomika 69, no. 4 (2023): 1–17. http://dx.doi.org/10.5937/ekonomika2304001m.
Повний текст джерелаАнотація:
In the era of knowledge economy, company's competitive advantage is mostly created by skills and knowledge of its employees, especially managers as the most significant segment of company's human intellectual capital. The subject of this paper is manager's work/life balance and possibility of its measurement. Balanced and satisfied managers represent a good foundation for achieving company's goals. The paper will present certain subjective factors and company factors that can affect manager's work/life balance. Within these factors, various practices and benefits for establishing manager's work/life balance can be distinguished, depending on whether they are created by companies and offered to their managers, or they are designed and implemented by managers themselves outside the company. The purpose of this paper is presenting the conceptual model of interdependence of manager's job satisfaction, manager's private life satisfaction and manager's work/life balance satisfaction, which includes dimensions of each of these types of manager's satisfaction that managers can assess through a questionnaire. Based on this model and managers' grades, the result of this paper is reflected in the created index methodology for calculating the values of indices of the mentioned types of manager's satisfaction, which can be applied at the level of the individual manager as well as at the level of the company, and it can also be used for comparing the values of determined satisfaction indices by managers, by years and between companies.
5
Thue, David, Vadim Bulitko, and Howard Hamilton. "Implementation Cost and Efficiency for AI Experience Managers." Proceedings of the AAAI Conference on Artificial Intelligence and Interactive Digital Entertainment 9, no. 4 (June 30, 2021): 97–100. http://dx.doi.org/10.1609/aiide.v9i4.12631.
Повний текст джерелаАнотація:
The study of Artificial Intelligence (AI) experience managers seeks to create software agents that can support compelling, interactive user experiences without needing any online guidance from human experts. Evaluating the utility of such AI managers is important in both academia and industry, both for measuring our progress in the field and for estimating a given manager's practical viability. While several methods have been studied that evaluate a manager's effectiveness, relatively few have explored the question of how costly a manager might be to implement in practice. We explore the latter question in this paper, presenting a formal way to estimate the cost of implementing an AI experience manager at scale.
6
von Bieberstein, Frauke, Ann-Kathrin Crede, Andrea Essl, and Andreas Hack. "Signaling and Stakeholder Honesty: On the Individual and Combined Effects of Owner Family Membership and Religious Affiliation." Family Business Review 33, no. 3 (May 25, 2020): 265–83. http://dx.doi.org/10.1177/0894486520924301.
Повний текст джерелаАнотація:
Stakeholder honesty is highly important for managers, for instance, in decisions involving hiring. Due to reciprocity, stakeholders are more likely to be honest if the managers act honestly themselves. However, external stakeholders often cannot observe managers’ actions and instead have to rely on signals. This article examines the effects of two signals—a manager’s owner family membership and religious affiliation—on stakeholder honesty. By conducting an economic experiment and a survey, we find that stakeholders behave more honestly toward family managers compared to nonfamily managers. This effect is reinforced if the family manager is presented as religious.
7
Padgurskytė, Vaida, and Daiva Malinauskienė. "THE EVALUATION OF MANAGERIAL ACTIVITY OF EDUCATION INSTITUTION MANAGERS." ŠVIETIMAS: POLITIKA, VADYBA, KOKYBĖ / EDUCATION POLICY, MANAGEMENT AND QUALITY 12, no. 1 (July 15, 2020): 20–33. http://dx.doi.org/10.48127/spvk-epmq/20.12.20.
Повний текст джерелаАнотація:
Activity evaluation questions of education institution managers have been and are the focus of attention of education policy strategists not for one year already. Seeking concrete changes in Lithuanian education system, quite a lot of political decisions were legislated in the latter years, which became very important for the education institution managers’ activity and its evaluation. This increased not only delegated responsibilities for the managers, but also foresaw bigger accountability for every year cadence. A written survey was carried out for the data collection of the managerial activity evaluation of the managers. 11 education institution managers from Vilnius, Šiauliai, Panevėžys districts, who work in general education schools and pre-school education institutions, participated in the research. The respondents differ in the aspect of gender and age, have different managerial work experience according to length. Since every manager’s experience was analysed as an individual case, their demographic characteristics did not have influence on the results. A carried out qualitative data content analysis allows asserting that the respondents justify school community expectations, which are to see managers – leaders, who evaluate their managerial activity as successful. However, there happen to be difficulties in the activity of managers as well. Prior to becoming an education institution manager, many of them face competency assessment difficulties, which is a national problem in education sector, requiring clearer decisions for many years. Being an education institution manager, one has also to face internal, external and personal difficulties: lack of bilateral trust, lack of managerial experience, managerial stereotypes, community split and other mentoring activities, which are not the primary functions of a manager, however, become an inseparable part of manager’s activity. Keywords: education institution, education institution manager, managerial activity evaluation.
8
Zhu, Hang, Chao C. Chen, Xinchun Li, and Yinghui Zhou. "From Personal Relationship to Psychological Ownership: The Importance of Manager–Owner Relationship Closeness in Family Businesses." Management and Organization Review 9, no. 2 (July 2013): 295–318. http://dx.doi.org/10.1111/more.12001.
Повний текст джерелаАнотація:
AbstractIntegrating theories of psychological ownership and stewardship, and taking a relational perspective, we examine key antecedents and outcomes of professional managers' psychological ownership in Chinese owner-managed family businesses. We tested the model using a survey of 166 Chinese professional managers (one from each of 166 family businesses). We find that owner–manager relationship closeness at work mediates the effect of both the owner's benevolent leadership and owner–manager friendship ties on the manager's psychological ownership. Psychological ownership, in turn, is positively related to the manager's intention to stay and to stewardship behaviour. Theoretical and practical implications are discussed.
9
Pramono, Setya. "Faktor yang mempengaruhi porsi pembiayaan bagi hasil pada Bank Pembiayaan Rakyat Syariah." Journal of Economics, Business, Accounting and Management 1, no. 1 (April 24, 2024): 1–16. http://dx.doi.org/10.61476/7hake123.
Повний текст джерелаАнотація:
This study examines conceptual and empirical models of Manager Skills, Sharia Compliance, Sharia Bank Characteristics, Manager Perception of Sharia Bank Internal SDI, Manager Perception of Customer Characteristics, Manager Perception of Regulatory Existence, Manager Perception of Government Support for Profit Sharing Financing Portion at Sharia People's Financing Bank. The selection of the research site was carried out by proportional simple random sampling technique. The sampling technique used in his research was purposive sampling. In this study there were 36 BPRS in DIY and Central Java, then five people were taken as respondents for each BPRS consisting of the Board of Directors, Sharia Supervisory Board, Marketing Manager, Operations Manager (Financing Manager) and Customer Service. So the number is 180 (One Hundred and Eighty) respondents. The object of assessment is the Operations Manager/Financing Manager, considering that this research is related to the portion of profit sharing financing. The results showed that 1) The conceptual skills of managers have a positive effect on the portion of profit sharing financing in Sharia BPR 2) The technical skills of managers have a positive effect on the portion of profit sharing financing in Sharia BPR 3) The social skills of managers have a positive effect on the portion of profit sharing financing in Sharia BPR 4) Manager's perception of the internal SDI of Islamic banks has a positive effect on the portion of profit sharing financing in Sharia BPR 5) Manager's perception about the existence of regulations has a positive effect on the portion of profit sharing financing in Sharia BPR 6) Manager's perception of government support has a positive effect on the portion of profit sharing financing in Sharia BPR 7) There is no influence of the characteristics of Islamic banks on the portion of profit sharing financing in Sharia BPR 8) There is no influence of sharia compliance on the portion of profit sharing financing in Sharia BPR 9) No influence of managers' perception of characteristics customers against the portion of profit sharing financing at BPR Syariah.
10
Shurrab, Mohammed, Ghaleb Abbasi, and Razan Al Khazaleh. "Evaluating the effect of motivational dimensions on the construction project managers in Jordan." Engineering, Construction and Architectural Management 25, no. 3 (April 16, 2018): 412–24. http://dx.doi.org/10.1108/ecam-01-2017-0001.
Повний текст джерелаАнотація:
Purpose Construction organizations and companies are concerned with the motivational factors of the project managers that influence the project success. Therefore, the purpose of this paper is to use a questionnaire based on five Likert-scales to identify and investigate the importance of the motivational dimensions on the construction project managers in Jordan Design/methodology/approach Therefore, this study aims at using a questionnaire based on five Likert-scales to identify and investigate the importance of the motivational dimensions on the construction project managers in Jordan. The six motivational dimensions were interpersonal interaction, task, general working conditions, empowerment, personal development, and compensation. Hypotheses testing were also developed to study the influence of both the characteristics of the project manager and the characteristic of the project on the motivational dimensions. Findings The results showed that the construction project managers in Jordan were motivated more by compensation and personal development. Moreover, the level of education for the project manager was positively related to the motivation by task. It was also noticed that the project manager, who had higher experience, was motivated more by empowerment. The study is valuable in providing important information for the construction organizations in Jordan to actively influence the construction project managers’ motivation. Originality/value The urgent needs for increasing project managers’ motivation is the major concern for organizations and companies. Increasing the project managers’ motivation has a major influence on increasing the project success rate and productivity. Construction sector is typically country’s most important asset economically and socially. Currently, no studies were shown to investigate the construction project manager’s motivation in Jordan. This study is, therefore, aims to evaluate the factors that influence the construction project manager’s motivation in Jordan based on content and process motivational theories’ perspectives. This research also utilizes the motivational factors instrument to test its validity in Jordan construction sector.
11
Gilfix, Zach, James Meyerson, and Vittorio Addona. "Longevity differences in the tenures of American and foreign Major League Soccer managers." Journal of Quantitative Analysis in Sports 16, no. 1 (March 26, 2020): 17–26. http://dx.doi.org/10.1515/jqas-2019-0048.
Повний текст джерелаАнотація:
AbstractWe examine correlates of tenure length for professional soccer managers. Using 521 managers from Major League Soccer (MLS), Spain’s La Liga, and the English Premier League (EPL) whose tenures occurred between 2000 and 2015, we assess the association between both performance-related and non-performance variables, and manager duration. Performance variables include measures of a team’s ranking (or position) and relegation/promotion indicators. Non-performance variables include manager nationality and age, the timing of a manager’s hire, and the team’s wage bill. We employ survival analytic methods, including Cox’s proportional hazards model, to explore the effects of fixed and time-dependent covariates on coach tenure length. We find that La Liga managers have shorter survival, as do managers who were older when they were hired. Furthermore, finishing with a better ranking and, more importantly, improving on previous team performance yields longer survival. Most strikingly, however, we find a significant disparity in the comparison of domestic and foreign managers within a league. While the difference in longevity between domestic and foreign managers in La Liga and the EPL was minimal, American managers in MLS survived significantly longer than their foreign peers.
12
Mohamed, Sajid Ahmed, Dr Kinslin D., and Dr Jubi R. "Decision Making Capability of Management & Its Optimum Effectiveness with Competent Technical Skills in Business Process Management." Webology 19, no. 1 (January 20, 2022): 4055–67. http://dx.doi.org/10.14704/web/v19i1/web19267.
Повний текст джерелаАнотація:
Decision-making is one of the vital roles of competent technical skills that helps in the effective functioning of business management. The development in business strategy has made a way to develop the technical and non-technical skills of both managers and employees. The analysis of the technical and non-technical skills of the manager is essential in the growth of business management. This article aims to analyse the competent technical skills of the managers those aid in taking efficient decisions. The analysed competent skills of managers included technical skills, listening skills, documentation, external support in solving the issues, standard decision, lesson learned, and correct decisions. The data was collected through an online survey from 90 respondents and analysed in SPSS using frequency analysis and factor analysis. The study finds that the manager's competent and technical skill is vital in the decision-making process. The study identified the nine most influential factors that contribute to a manager’s competent and technical skills. Further, the compliance and non-compliance rate on identified factors were explored and interesting results were obtained. The effectiveness of these skills leads to a successful organization.
13
Kim, Suyon. "Impact of internal control system managers’ education on financial reporting: Focusing on manager-auditor disagreement." Investment Management and Financial Innovations 21, no. 1 (March 22, 2024): 397–406. http://dx.doi.org/10.21511/imfi.21(1).2024.30.
Повний текст джерелаАнотація:
The purpose of this study is to explore the correlation between internal control system (ICS) managers and the quality of financial reporting, assessed through the disagreements observed between managers and auditors. Using the regression model, an analysis of 5,007 firms from 2018 to 2021 shows a negative relationship. This suggests that as the education level of ICS managers increases, their proficiency in preparing initial financial statements improves, resulting in fewer errors and more accurate application of accounting policies. Consequently, a higher level of alignment between managers and auditors is anticipated, contributing to an overall enhancement in the quality of financial reporting. Additionally, this study thoroughly examines the correlation within firms operating in environments characterized by increased complexity and a heightened susceptibility to financial statement vulnerabilities. This evaluation is predicated upon the engagement in research and development (R&D) investments. The result suggests that higher education levels of ICS managers mitigate the disagreement between managers and auditors, even within intricate business environments.
14
Cianci, Anna M., Steven E. Kaplan, and Janet A. Samuels. "The Moderating Effects of the Incentive System and Performance Measure on Managers' and Their Superiors' Expectations about the Manager's Effort." Behavioral Research in Accounting 25, no. 1 (August 1, 2012): 115–34. http://dx.doi.org/10.2308/bria-50290.
Повний текст джерелаАнотація:
ABSTRACT: The current study experimentally examines effort expectations (i.e., planned hours) for a manager made by participants in the role of the manager or the manager's superior. The experiment also manipulates the type of incentive system (i.e., bonus based on either strategic or all measures) and the type of performance measure (i.e., strategic or general). We predict and find that the participants in the manager role engage in self-enhancement (e.g., Pfeffer and Fong 2005; Sedikides and Gregg 2008). Specifically, the total hours that managers planned to work were more than the total hours their superiors expected the manager to work. We also find that both the type of incentive system and the type of performance measure moderate managers' tendency to engage in self-enhancement. Compared to a strategic incentive system, managers' self-enhancement was diminished under a comprehensive incentive system. Further, participants in the manager role engage in self-enhancement for planned strategic hours but not for planned general hours. Data Availability: Available upon request.
15
Alkadry, Mohamad G., Sebawit G. Bishu, and Susannah Bruns Ali. "Beyond Representation: Gender, Authority, and City Managers." Review of Public Personnel Administration 39, no. 2 (July 10, 2017): 300–319. http://dx.doi.org/10.1177/0734371x17718030.
Повний текст джерелаАнотація:
For the last 50 years, the U.S. government has worked to address the sex pay gap in the workforce. Nevertheless, the pay gap remains persistent across sectors and organizational hierarchies. This study investigates the direct and indirect effects of sex and authority profile on the pay gap of city managers in the United States. The study uses ordinary least squares (OLS) regression analysis to predict the relationship between a city manager’s sex and authority profile variables as well as the relationship between authority profile variables and a city manager’s annual salary. Our OLS analysis shows that sex (being a male city manager) along with workplace authority variables are all positive and significant predictors of pay. The study also finds that, on average, female city managers earn 73% of what male city managers earn. They also manage 60% of the number of employees and oversee 62% of the annual budget compared with male city managers.
16
Trakaniqi, Fjolla. "Effective delegation enables managers to have more time for their priority activities Case Study: Financial businesses and insurance activities in Kosovo." Technium Social Sciences Journal 14 (December 5, 2020): 511–31. http://dx.doi.org/10.47577/tssj.v14i1.2033.
Повний текст джерелаАнотація:
Abstract. Time management is a primary issue in managers’ job. The implementation of the advantages enables the manager to neglect all those tasks that hinder the fulfilment of more important tasks that can be done by others or should be left for later. The main role in the continuity of the work process has the manager, who manages the entire process. Delegation of tasks is one of the essential skills of effective management, which is becoming more and more a priority of managerial staffs. One key element of the manager is to find the right people for the right tasks. Successful managers are those who can get the best performance from subordinates. To achieve this, besides the information, knowledge and tools which they give to subordinates, they must also motivate them. At the same time, effective delegation requires that the authority for the use of resources be equal to the responsibility given to delegates. The purpose of this research is to identify how much effective delegation enables managers to have more time for priority activities. To achieve this, in the paper was discussed the process of delegating of 135 business managers in financial and insurance activity in Kosovo. In order to obtain the right information on the attitudes and the way of delegation from the managers of these businesses, was used a survey of 135 business managers. The results of this study proved H.1 hypothesis. Effective delegation enables managers to have more time for priority activities.
17
Michaeli, Beatrice. "Divide and Inform: Rationing Information to Facilitate Persuasion." Accounting Review 92, no. 5 (February 1, 2017): 167–99. http://dx.doi.org/10.2308/accr-51707.
Повний текст джерелаАнотація:
ABSTRACT This paper develops a Bayesian persuasion model that examines a manager's incentives to gather information when the manager can disseminate this information selectively to interested parties (“users”) and when the objectives of the manager and the users are not perfectly aligned. The model predicts that if the manager can choose the subset of users to receive the information, then the manager may gather more precise information. The paper identifies conditions under which a regime that allows managers to grant access to information selectively maximizes aggregate information. Strikingly, this happens when the objectives of managers and users are sufficiently misaligned. This finding is robust to variations of the model, such as information acquisition cost, unobservable precision, sequential noisy actions taken by the users, and delayed choice of the subset of users in “the know.” These results call into doubt the common belief that forcing managers to provide unrestricted access to information to all potential users is always beneficial.
18
Cooper, Theodore. "Cushing Oration, 1989: Who manages the managers?" Journal of Neurosurgery 71, no. 3 (September 1989): 311–15. http://dx.doi.org/10.3171/jns.1989.71.3.0311.
Повний текст джерелаАнотація:
✓ New medical knowledge is emerging at a tremendous rate. Diseases such as Alzheimer's disease, Parkinson's disease, cancer, and others (diseases once considered beyond the scope of medicine) are receiving a great deal of attention. Yet it is a paradox that, at a time when we are learning more about the biology of the human being, it is more difficult to creatively develop the new knowledge into diagnostic tests, surgical interventions, and preventive strategies. The pace of biomedical innovation is being slowed by an increase in the intervention of nonmedical “managers of care.” The driving force behind managed care is concern over cost. The managers of medical care have sought to control costs by controlling the doctor's decision making. This is the focus of managed care. The physicians of today, therefore, face a remarkable challenge. They must respond to the needs of patients while being held accountable to an increasing number of overseers in the public and private sectors. These managers of care justify their activities on the notion that the patient will be better off and the cost less if the doctor-patient encounter is regulated by protocols, statistical comparison, utilization review, and fee schedules. While doctor's decisions are being managed by others, who is managing the managers? The answer should be the medical community, principally doctors. Unfortunately, the answer at the moment is the payors — governmental reimbursement agencies, intermediaries, employers, hospitals, or new corporations designed to manage medical costs. The challenge to the physician is to retain the responsibility for those things for which he or she is held accountable. The challenge should not be ignored.
19
MacAvoy, Thomas C. "Managers at Work: Choosing an Alliance Manager." Research-Technology Management 40, no. 5 (September 1997): 12–14. http://dx.doi.org/10.1080/08956308.1997.11671150.
Повний текст джерела
20
Suryani, Pudji Muljono, Djoko Susanto, and Sri Harijati. "Factors Affecting the Capacity of Green Gang Managers in the Utilization of Yards for Green Open Space in Jakarta." ENDLESS : International Journal of Future Studies 4, no. 2 (June 13, 2021): 149–62. http://dx.doi.org/10.54783/endless.v4i2.73.
Повний текст джерелаАнотація:
This study aims to identify the Green Gang Manager capacity level and analyze the factors that affect the Green Gang Manager capacity in Jakarta. The technique of research includes a survey approach for 340 respondents in DKI Jakarta Province from 2,236 Green Gang Managers. Research in the five administrative towns of central Jakarta, East Jakarta, West Jakarta, South Jakarta and North Jakarta has been undertaken between December 2019 and February 2020. Techniques for data collecting through open interviews, in-depth interviews and focus group discussions. Inferential data analysis. Data analysis. PLS and Logical model analysis using Structural Equation Modeling (SEM). The results showed that the capacity of Green Gang Managers in DKI Jakarta Province was in the medium category. This indicates that the Green Alley Manager's capacity level is quite understanding regarding utilizing Green Open Space. Green Gang Managers' ability is influenced significantly and effectively by individual properties, support of stakeholders and Green Gang managers' involvement. Non-formal training and motivation are personal attributes that affect Green Gang Manager skills. The role of the government, the part of the community, the role of the media and the role of extension workers are all stakes that influence the capacity of the Green Gang manager. Planning, implementation, using outcomes and evaluation are the level of participation that influences the capacity of Green Gang managers.
21
Suryani, Pudji Muljono, Djoko Susanto, and Sri Harijati. "Factors Affecting the Capacity of Green Gang Managers in the Utilization of Yards for Green Open Space in Jakarta." ENDLESS: INTERNATIONAL JOURNAL OF FUTURE STUDIES 4, no. 2 (December 28, 2021): 149–62. http://dx.doi.org/10.54783/endlessjournal.v4i2.285.
Повний текст джерелаАнотація:
This study aims to identify the Green Gang Manager capacity level and analyze the factors that affect the Green Gang Manager capacity in Jakarta. The technique of research includes a survey approach for 340 respondents in DKI Jakarta Province from 2,236 Green Gang Managers. Research in the five administrative towns of central Jakarta, East Jakarta, West Jakarta, South Jakarta and North Jakarta has been undertaken between December 2019 and February 2020. Techniques for data collecting through open interviews, in-depth interviews and focus group discussions. Inferential data analysis. Data analysis. PLS and Logical model analysis using Structural Equation Modeling (SEM). The results showed that the capacity of Green Gang Managers in DKI Jakarta Province was in the medium category. This indicates that the Green Alley Manager's capacity level is quite understanding regarding utilizing Green Open Space. Green Gang Managers' ability is influenced significantly and effectively by individual properties, support of stakeholders and Green Gang managers' involvement. Non-formal training and motivation are personal attributes that affect Green Gang Manager skills. The role of the government, the part of the community, the role of the media and the role of extension workers are all stakes that influence the capacity of the Green Gang manager. Planning, implementation, using outcomes and evaluation are the level of participation that influences the capacity of Green Gang managers.
22
Hu, Hsiu-Hua, Chin-Tien Hsu, Wen-Ruey Lee, and Chen-Ming Chu. "A POLICY-CAPTURING APPROACH TO COMPARING THE REWARD ALLOCATION DECISIONS OF TAIWANESE AND U.S. MANAGERS." Social Behavior and Personality: an international journal 35, no. 9 (January 1, 2007): 1235–50. http://dx.doi.org/10.2224/sbp.2007.35.9.1235.
Повний текст джерелаАнотація:
In this study the effects of three key factors (affect, loyalty, and contribution) of the manager-subordinate exchange relationship on two types of reward decision (monetary rewards and nonmonetary incentives) were examined. A policy-capturing approach of 2×2×2 within-subjects of scenario experiment design was used to examine the effects of the exchange relationship factors on the corporate manager's reward decision in terms of a Taiwan-US comparison. Total valid samples were received from 204 Taiwanese and 172 U.S. managers. The results showed that Taiwanese managers allocate more rewards to subordinates with a closer affective relationship than do U.S. managers. Conversely, U.S. managers allocate more rewards to higher contributing subordinates than do Taiwanese managers. The limitations of the research are discussed and suggestions for further research are proposed.
23
Martínez-Tur, Vicente, Agustín Molina, Carolina Moliner, Esther Gracia, Luisa Andreu, Enrique Bigne, and Oto Luque. "Reciprocity of trust between managers and team members." Personnel Review 49, no. 2 (November 12, 2019): 653–69. http://dx.doi.org/10.1108/pr-08-2018-0319.
Повний текст джерелаАнотація:
Purpose The purpose of this paper is to propose that the manager’s perception of the service quality delivered by his/her team acts as a precursor of his/her trust in team members. In turn, the manager’s trust in team members is related to team members’ trust in the manager. Furthermore, engagement and burnout at the individual level are considered outcomes of trust reciprocity. Design/methodology/approach The authors test this trust-mediated multilevel model with a sample of 95 managers and 754 team members working in services for people with intellectual disability. These services are delivered by team-based structures of workers who perform coordinated tasks. Findings The findings suggest that service quality delivered by team members is positively and significantly related to the manager’s trust in them. The results also suggest that the manager’s trust in team members leads to the trust that managers received by team members. Finally, team members who trust their managers show less burnout and high engagement. Research limitations/implications Previous literature has neglected the reciprocity of trust. In contrast, this research study considered the perspective of both managers and team members and how this reciprocity of trust is related to service quality and well-being at work. Practical implications The current study highlights the critical role of service quality and achieving high-quality relationships between managers and team members. Originality/value Performance and well-being are compatible because team members’ efforts are compensated by forming relationships with managers based on trust, and the quality of these relationships, in turn, prevents burnout and stimulates engagement among employees.
24
Copp, Tomasz. "ANXIETY AT WORK OF A MANAGER." Zeszyty Naukowe Wyższej Szkoły Humanitas Zarządzanie 21, no. 2 (June 30, 2020): 93–105. http://dx.doi.org/10.5604/01.3001.0014.2859.
Повний текст джерелаАнотація:
Anxiety plays a key role in the functioning of managers. The proper level of anxiety can play a motivational role in their work. Pathological anxiety not only hinders the work of the manager, but it may even cause that his functioning it the workplace would not be possible. The aim of the article is to analyze theoretical knowledge of the manager’s anxiety, as well as research the anxiety of managers. The article presents the typology and sources of anxiety. In further part of the article the study results carried out on a group of managers and its conclusions are presented.
25
Szostak, Michał. "Perception of creative identities by managers and non-managers. Does a manager see more?" Entrepreneurship and Sustainability Issues 9, no. 3 (March 30, 2022): 24–49. http://dx.doi.org/10.9770/jesi.2022.9.3(2).
Повний текст джерела
26
Ballweg, Christopher A., William H. Ross, Davide Secchi, and Chad Uting. "The influence of managers’ social networking information on job applicants." Evidence-based HRM: a Global Forum for Empirical Scholarship 7, no. 2 (August 5, 2019): 161–79. http://dx.doi.org/10.1108/ebhrm-03-2018-0023.
Повний текст джерелаАнотація:
Purpose The purpose of this paper is to investigate the prevalence and influence of social network website (SNW) content about alcohol use and abuse on job applicant reactions to their prospective immediate supervisor and toward applying for the job. Design/methodology/approach In Study 1, raters coded photographs and photo captions found on 1,048 personal SNWs of US managers or business owners. Approximately 22 percent of managers’ personal SNWs contained references to alcohol, providing a base rate large enough to warrant further research. In Study 2, laboratory experiment participants saw a fictitious company’s website including a professional managerial profile. A 3 × 3 factorial design then varied whether the prospective manager’s comments on his personal SNW emphasized professional activities, social drinking, or alcohol abuse; also, the manager’s friends’ comments emphasized work activities, social drinking, or alcohol abuse. A control group did not see a personal SNW. Findings Alcohol abuse information on personal SNWs – whether posted by the manager or by the manager’s friends – negatively affected attitudes toward the manager. Alcohol abuse information posted by the manager (but not by the manager’s friends) decreased the willingness of participants to apply for the position. These findings were consistent with the Brunswick Lens Model and the warranting hypothesis. Originality/value This is the first study to investigate managerial SNW content and it effects upon prospective job seekers’ attitudes.
27
Eilon, Samuel. "Managers assessing managers." Omega 15, no. 3 (January 1987): 175–79. http://dx.doi.org/10.1016/0305-0483(87)90067-3.
Повний текст джерела
28
do Vale, João Walter Saunders Pacheco, Breno Nunes, and Marly Monteiro de Carvalho. "Project Managers’ Competences." Project Management Journal 49, no. 3 (June 2018): 82–97. http://dx.doi.org/10.1177/8756972818770884.
Повний текст джерелаАнотація:
This article investigates the individual competences of project managers through a methodological approach that combines a systematic literature review and an analysis of employment opportunities. A comparative analysis of project manager’s competences from the literature and the job advertisements was done. The systematic literature review was the first stage of the research and consisted of adopting methods of bibliometrics and content analysis. The second stage included an analysis of project managers’ competences in the selection process. Thus, five Brazilian recruitment websites and the selection of employees were investigated. Through literature review, it was possible to classify and code competences in four categories (contextual, managerial, technical, and behavioral). The analysis of job advertisements allowed us to identify core competence requirements in the job descriptions and to develop a project manager profile expected by Brazilian organizations.
29
Whalley, Ian, Asser Tantawi, Malgorzata Steinder, Mike Spreitzer, Giovanni Pacifici, Rajarshi Das, and David M. Chess. "Experience with collaborating managers: node group manager and provisioning manager." Cluster Computing 9, no. 4 (October 2006): 401–16. http://dx.doi.org/10.1007/s10586-006-0009-0.
Повний текст джерела
30
Sylvie, George. "Departmental Influences on Interdepartmental Cooperation in Daily Newspapers." Journalism & Mass Communication Quarterly 73, no. 1 (March 1996): 230–41. http://dx.doi.org/10.1177/107769909607300120.
Повний текст джерелаАнотація:
A survey of Ohio daily newspaper department heads shows that interdepartmental differences about cooperation exist. Managers do positively distinguish their departments from others while agreeing on the role of goals in interdepartmental troubles. And how much cooperation a manager believes is needed - as well as the perception of which departments are or are not cooperative-depends on, to some degree, what department that manager manages. Still, departmental affiliation plays a negligible role in determining existing levels of cooperation. News managers generally named advertising as the most difficult department, while advertising said the same about news. Circulation was named most cooperative department.
31
Seok, Sang Ik, Tae Hyun Kim, Hoon Cho, and Tae Joong Kim. "A Study on the Effect of Geographic Diversification of Firms on Hedging Activity Using Derivatives." Journal of Derivatives and Quantitative Studies 26, no. 1 (February 28, 2018): 59–83. http://dx.doi.org/10.1108/jdqs-01-2018-b0003.
Повний текст джерелаАнотація:
This paper examines the effect of fund manager replacement on investment performances of mutual funds. In managerial labor market of mutual fund industries with information asymmetry about the type and action of a fund manager, separating compensation may not be achievable due to imperfect evaluation of performances of fund managers. This paper extends contract theory to model the situations where a mutual fund offers pooling compensation contract to a fund manager based on his reputation. Under these environments, the fund manager has an economic incentive to acquire private benefit by manipulating performances and then to turn over to other mutual fund. Fund manager’s replacement is an aspect of adverse selection in the managerial labor market of fund industries. That is, a fund manager with low ability can select and manipulate unsuccessful investment portfolio generating loss to fund while he turns over to hide himself in the reputation under pooling contract mechanism. The empirical analysis of this paper provides the significant evidence that, differently from those of mutual funds of which managers stay in the same mutual funds, the fund performances drop after the fund managers turn over to other mutual funds. These empirical evidences support the theoretical prediction that the fund managers have incentive to manipulate short-term performances to maintain reputation for acquiring favorable compensation contracts.
32
Kim, Heonsoo, and Byung-Uk Chong. "Fund Manager Replacement and Manipulative Portfolio Management : Application of Contract Theory and Empirical Analysis of Fund Market in Korea The Determinants of Idiosyncratic Volatility." Journal of Derivatives and Quantitative Studies 25, no. 4 (November 30, 2017): 547–90. http://dx.doi.org/10.1108/jdqs-04-2017-b0003.
Повний текст джерелаАнотація:
This paper examines the effect of fund manager replacement on investment performances of mutual funds. In managerial labor market of mutual fund industries with information asymmetry about the type and action of a fund manager, separating compensation may not be achievable due to imperfect evaluation of performances of fund managers. This paper extends contract theory to model the situations where a mutual fund offers pooling compensation contract to a fund manager based on his reputation. Under these environments, the fund manager has an economic incentive to acquire private benefit by manipulating performances and then to turn over to other mutual fund. Fund manager’s replacement is an aspect of adverse selection in the managerial labor market of fund industries. That is, a fund manager with low ability can select and manipulate unsuccessful investment portfolio generating loss to fund while he turns over to hide himself in the reputation under pooling contract mechanism. The empirical analysis of this paper provides the significant evidence that, differently from those of mutual funds of which managers stay in the same mutual funds, the fund performances drop after the fund managers turn over to other mutual funds. These empirical evidences support the theoretical prediction that the fund managers have incentive to manipulate short-term performances to maintain reputation for acquiring favorable compensation contracts.
33
Bernstein, Seth David. "Detecting and responding constructively to transference in the workplace." Journal of Management & Organization 19, no. 1 (January 2013): 75–85. http://dx.doi.org/10.1017/jmo.2013.5.
Повний текст джерелаАнотація:
AbstractBoth managers and the staff they supervise bring unconscious and unresolved personal issues into their relationships in the workplace. This phenomenon is called ‘transference’. Transference generally interferes with the positive working relationships that are essential to achieving organizational objectives. This article provides a conceptual framework for differentiating transference from other complex emotional interactions that can occur in the workplace as well as a set of clear action steps for how the manager can respond to transference constructively. Examples of both staff and manager transference are presented to illustrate how managers can detect and then respond effectively to transference. It is noted that managers are not psychotherapists; knowledge about transference should therefore be used with caution. It is a manager's job is to help staff to succeed with their work, not to help them resolve personal problems.
34
Kovalenko, A. B., and D. M. Vlashchuk. "IMAGES OF IDEAL AND REAL MANAGERS IN MEDICAL ORGANISATIONS DURING THE PANDEMIC." Ukrainian Psychological Journal, no. 2 (20) (2023): 84–99. http://dx.doi.org/10.17721/upj.2023.2(20).6.
Повний текст джерелаАнотація:
The theoretical analysis of a manager's image has showed that it includes personality structures of ideal and real managers. The internal factors that form images of ideal and real managers include: personal traits; skills, knowledge, aptitudes and abilities necessary for efficient management; features of character and behaviour, including management styles. The external factors include: a situation in which management is carried out and heterogeneity of the social group of subordinates. Management in medical organisations during the COVID-19 pandemic has its own specifics, namely, several types of managers should be involved into it: middle managers and senior managers. The analysis of the research results showed some similarity between the images of ideal and real managers in medical organizations. The greatest similarity was observed for the following traits: self-confident, friendly, having high communicative skills, with a sense of humour, supporting universal values, flexible, stress-resistant, courageous in decision-making, organized at work, authoritative, having critical, analytical thinking. Differences between the images of real and ideal managers were revealed for the following features: activity, lack of initiative, ability to clearly define professional and personal goals and tasks, honesty, aggressive attitude to criticism. The main psychological factors in the image structures of ideal and real managers in medical organizations during the COVID-19 pandemic were determined. The image of an ideal manager included such factors as professionalism, care for subordinates, passivity, restrained dictatorship, steadfastness of character. The image of a real manager included such factors as are consistency in work, care for subordinates, efficiency, professionalism, authoritarian style, decision-making, openness. It was important for the medical staff that their manager was competent, demanding and fair, unwavering in decision-making, accepting calmly criticism directed at him/her, being well balanced and open to interactions and dialogue and having a restrained directive leadership style.
35
Dec, Pawel, and Piotr Masiukiewicz. "Clawback Rule – The Ground of Managers Responsible. Model of Remuneration." Business Management and Strategy 9, no. 1 (March 8, 2018): 18. http://dx.doi.org/10.5296/bms.v9i1.12560.
Повний текст джерелаАнотація:
The paper concerns the duties and responsibilities of managers using the principle of clawback. The authors proposed their own model of financial model of construction of remuneration for managers. There are in practice ethical problems concerning the level of requirements and qualifications versus salary and the level of legal and financial liability, especially against top-managers of the largest enterprises; often in a situation of extensive economic and social impact of their decisions. The problem of a manager’s responsibility has a dual nature. On the one hand the manager is charged with overall responsibility for all financial and PR losses of a company, on the other hand the manager takes moral, legal and financial responsibility for particular decisions. This article considers the financial responsibility area. The subprime financial crisis has sparked a discussion about the responsibility of top management in the context of disclosure of large bonuses paid to the senior managers and lack of consequences for bankruptcies. Very high salaries the executives were paid, were not sufficiently related to the system of contractual and administrative responsibility.
36
Hartley, Ross. "Leadership as a management competency in rural health organisations." Australian Health Review 19, no. 3 (1996): 117. http://dx.doi.org/10.1071/ah960117.
Повний текст джерелаАнотація:
The management competency of leadership was measured on 34 middle and seniorhealth managers from the Murray Health Service, using Situational LeadershipQuestionnaires. Using self-analysis, the managers found their leadership behavioursto be entrenched, inflexible and less effective than they might otherwise be. Thisconclusion was supported by results of the questionnaires completed on each managerby their followers. In almost half of the cases, followers had a different perception oftheir manager?s leadership style than did the manager. This paper discusses thesefindings in the context of management assessment centres and the Charter for Changenow facing all health organisations.
37
Murifal, Badar, Suhartono, Raden Mohammad Riezky Pahlevi, and Taat Kuspriyono. "LAPORAN KEUANGAN ( SAK ETAP UMKM) MENGGUNAKAN SOFTWARE AKUNTANSI MANAGER (STUDI KASUS PT. PLASTIC COLOR TECHNOLOGY)." Fundamental Management Journal 5, no. 1 (June 2, 2020): 37–54. http://dx.doi.org/10.33541/fjm.v5i1.1661.
Повний текст джерелаАнотація:
In the current millennial era, the speed and accuracy of data as information is needed by various parties, especially managers. Likewise, financial information data that must be presented effectively and efficiently. The speed and accuracy of the presentation of financial data, will greatly help management and other parties in making decisions. Manager accounting software has a very important role and is very helpful for managers in their daily operations. Thisresearch isto findout howto make financial reports at SMEs. The results showed that the manager's accounting software really helped MSMEs in making their financial reports so that they were more accountable. Keywords:Financial Report, Accounting Software Manager
38
Fitri Maya Sari Panjaitan, Felix Kasim, and Novita Br Ginting Munthe. "ANALYSIS OF CASE MANAGER FUNCTIONS IN IMPROVING QUALITY CONTROL AND COST CONTROL OF INPATIENT (CASE STUDY) AT GRANDMED HOSPITAL LUBUK PAKAM." JURNAL KESMAS DAN GIZI (JKG) 6, no. 1 (October 31, 2023): 15–22. http://dx.doi.org/10.35451/jkg.v6i1.1783.
Повний текст джерелаАнотація:
Abstract
The hospital has a process for implementing continuity of care in the hospital and integration between care-giving professionals (PPA) assisted by a patient service manager (MPP)/case manager. The current challenge that must be faced by hospitals in implementing the JKN program is implementing good quality control and cost control. The existence of MPP in the hospital case management system is expected to be able to support quality control and cost control. The purpose of this study was to analyze the functions of the case manager in improving quality control and cost control for inpatients (case study). This research was conducted at the Grandmed Lubuk Pakam Hospital, Deli Serdang Regency from September 2022 to May 2023. The type of research in this study was qualitative. The sample in this study were case managers at Grandmed Lubuk Pakam Hospital, Deli Serdang Regency, totaling 3 people and 1 director of medical services and 3 heads of inpatient rooms. The results showed that the implementation of case managers in improving quality control and cost control for inpatients was quite good. The case manager utility assessment has not gone well because there is no clear format for the initial screening of patients. Patient care planning by case managers has not been maximized. Not all case managers do patient care planning. The case manager's facilitation and advocacy has not been maximized. There are 2 case managers who do not coordinate with other fields, only coordinate with DPJP and nurses. The case manager evaluation has not gone well because there is no instrument format for case manager tasks so evaluation cannot be carried out. Post-discharge planning follow-up by the case manager has not gone well because the case manager has never followed up post-discharge planning. Case managers should carry out case manager functions for patients who are being treated in case management in accordance with the standard criteria set by STARKES 2022 accompanied by proper and accurate documentation to improve service quality and patient satisfaction.
Keywords : Functions, Case Manager, Quality Control, Cost Control, Hospitalization, Case Study
39
Mulyani, Indah, Setiawan Setiawan, and Bustami Syam. "Persepsi Perawat Manager tentang Pelaksanaan Audit Mutu Keperawatan di Ruang Rawat Inap." Journal of Telenursing (JOTING) 4, no. 2 (November 19, 2022): 795–803. http://dx.doi.org/10.31539/joting.v4i2.2555.
Повний текст джерелаАнотація:
This study aims to explore nurse managers' perceptions about the implementation of Nursing Quality Audit in the inpatient room of RSUD Dr. H. Yuliddin Away. The method used is qualitative with a phenomenological approach. The participants in this study were 15 nurse managers. Data was collected through Focus Group Discussion (FGD) and analyzed using content analysis. The results showed that there were five themes related to the nurse manager's perception of the implementation of a quality audit of nursing in the inpatient ward, namely: 1) the meaning of audit according to the nurse manager; 2) the implementation of nursing quality audits; 3) nursing quality indicators; 4) obstacles in the implementation of nursing quality audits; 5) supporting factors for audit implementation. In conclusion, the experience of nurse managers in implementing Nursing Quality Audits in hospitals is inadequate.
Keywords: Nursing Audit, Quality Indicators, Service Quality Assurance, Nurse Manager
40
Foust, Jeff A. "Managers at Work: Leading Experts: One Manager's Experience." Research-Technology Management 47, no. 2 (March 2004): 12–19. http://dx.doi.org/10.1080/08956308.2004.11671613.
Повний текст джерела
41
Versano, Tsahi, and Brett Trueman. "Expectations Management." Accounting Review 92, no. 5 (November 1, 2016): 227–46. http://dx.doi.org/10.2308/accr-51644.
Повний текст джерелаАнотація:
ABSTRACT This paper analyzes a manager's optimal expectations management strategy in a setting in which the manager provides forecast guidance to an analyst both privately and publicly. Conventional wisdom suggests that managers use private communications with analysts and public earnings forecasts interchangeably to guide analysts' earnings forecasts downward toward lower earnings targets. Our analysis shows that in markets with rational investors, private and public guidance play very different roles in managing expectations, and that managers benefit from downward guidance only in their private communication with analysts. In their public forecasts, they benefit from introducing an upward bias. We explore how the effectiveness of the private and public channels in communicating information to analysts affects managers' incentive to engage in expectations management, and provide a number of empirical predictions. Among other results, we show how reducing private communication between managers and analysts (through means such as Regulation Fair Disclosure) can increase price efficiency, weaken managers' motivation to engage in private, as well as public, expectations management, and increase managers' motivation to provide public disclosures.
42
Li, Mei Yan, and Ying Zong Liu. "Study on Line Managers’ Competence-Based Abilities of Performance Management." Applied Mechanics and Materials 40-41 (November 2010): 820–24. http://dx.doi.org/10.4028/www.scientific.net/amm.40-41.820.
Повний текст джерелаАнотація:
The line manager, playing a role to promote and implement the performance management system, is the key to system’s success. A line manager’s ability to manage performance determines the level of subordinates’ performance, and then influences the efficiency of performance management system. This paper first gave the definition of ability to manage performance for a line manager, and then according to the Gallup’s research, pointed out the competence characteristics for line managers’ abilities to manage performance, which involves communication capacity, encourage ability, authorizing and coaching capability. Line managers possessing higher level of abilities to manage performance can stimulate the performance potential of subordinates, enhance the work performance of subordinates, and then improve sector and organization performance.
43
Dékány, Kornélia Éva. "Game theory for managers and mechanical manager students." Teaching Mathematics and Computer Science 16, no. 1 (August 2018): 73–91. http://dx.doi.org/10.5485/tmcs.2018.0445.
Повний текст джерела
44
Dźwigoł, Henryk, and Dariusz Dźwigoł. "Interim manager: identifcation of special tasks managers’ competencies." Scientific Papers of Silesian University of Technology. Organization and Management Series 2018, no. 120 (2018): 65–72. http://dx.doi.org/10.29119/1641-3466.2018.120.5.
Повний текст джерела
45
Zhang, Y., and R. C. Feiock. "City Managers' Policy Leadership in Council-Manager Cities." Journal of Public Administration Research and Theory 20, no. 2 (July 10, 2009): 461–76. http://dx.doi.org/10.1093/jopart/mup015.
Повний текст джерела
46
Hall, Curtis M., and Roberto Pedace. "Do Managers Matter? Manager Effects on Organization Performance." Managerial and Decision Economics 37, no. 8 (June 4, 2015): 541–51. http://dx.doi.org/10.1002/mde.2743.
Повний текст джерела
47
Ismail, Maimunah, Muhammad Ibnu Kassim, Mohd Rozi Mohd Amit, and Roziah Mohd Rasdi. "Orientation, attitude, and competency as predictors of manager’s role of CSR-implementing companies in Malaysia." European Journal of Training and Development 38, no. 5 (May 27, 2014): 415–35. http://dx.doi.org/10.1108/ejtd-09-2013-0100.
Повний текст джерелаАнотація:
Purpose – This exploratory study aims to investigate how the role of the CSR manager is influenced by his orientation to corporate social responsibility (CSR) responsibilities, his attitude and competency. Design/methodology/approach – The study involved 112 managers of CSR-implementing companies in the Klang Valley, a highly industrialized region in Malaysia. They were chosen based on a systematic random sampling technique. Findings – The study found that the level of role, orientation and competency of CSR managers was high, whereas that for attitude was moderate. Further, regression analysis results showed that the managers’ orientation to economic and ethical responsibilities as well as competency significantly influenced their role in CSR with an explanatory power of 20.1 per cent. Research limitations/implications – The study was cross-sectional in nature. Nevertheless, it involved a sample of company managers from a selected location in the country. The predictor variables were limited to orientation to economic, legal, ethical and philanthropic responsibilities; attitude; and competency. Practical implications – The study highlights the importance of personal qualities of the manager and also the manager’s role in promoting community development CSR. These findings should be capitalized on by managers and other practitioners in CSR. Originality/value – The study findings contribute to research on CSR that is viewed from the perspective of corporate image being projected by the role of CSR managers, as influenced by their CSR orientation, attitude and competency. Recommendations for CSR and human resource development practice and future research on the predictors of the role of CSR managers are proposed.
48
Zulkiffli, Noorul Adharina, and Aryani Ahmad Latiffi. "Review on Project Manager’s Leadership Skills in the Pre-Construction Phase of Sustainable Construction Projects." MATEC Web of Conferences 266 (2019): 01011. http://dx.doi.org/10.1051/matecconf/201926601011.
Повний текст джерелаАнотація:
Project managers have played a vital role in sustainable construction projects by integrating the concept of sustainability into their practices. The role of project manager is important in all phases of sustainable construction projects but especially in the pre-construction phase when the greatest challenges that require their involvement occur. This requires project managers to have effective leadership skills to think a project through and remain focused on the end goal. Thus, the aim of this paper is to identify the project manager’s leadership skills in the pre-construction phase of sustainable construction projects. A key significant contribution of this paper is the literature review of journals and books on project manager’s leadership skills when engaged in sustainable construction projects. The overall intent is to highlight and identify the leadership skills of project managers in the pre-construction phase of sustainable construction projects so that the values and benefits of these skills can be adapted in current practices to successfully deliver such projects.
49
Sarumpaet, Susi. "The manager’s decision in acknowledging and disclosing environmental liability: A Behavioral Model." Journal of Economics, Business & Accountancy Ventura 19, no. 2 (November 30, 2016): 191. http://dx.doi.org/10.14414/jebav.v19i2.481.
Повний текст джерелаАнотація:
This study analyzes why managers accrue and disclose environmental liability, which involves managers’ discretions. Using the framework of the Theory of Planned Behavior (Ajzen 1991), this research hypothesizes that a manager’s intention to accrue and disclose environmental liability is influenced by: (1) attitudes (2) subjective norms, and (3) perceived behavioral control of the manager towards accruing and disclosing such information. The data was collected through a survey, employing a questionnaire modified from Weidman (2002). Responses from 50 corporate managers in Lampung Province were analyzed using structural equation model software package SmartPLS. This study finds that a manager’s attitude towards environmental liability is positively associated with his/her decision to accrue and disclose environmental liability. However, there is no evidence that subjective norms and behavioral control are associated with such a decision. An additional test using attitude as a moderating variable provides evidence that both subjective norms and perceived control behavior are positively associated with the attitude towards environmental liability.
50
Myneni, Kranti Kumar, and Amrutha A. "IMPACT OF EMOTIONAL INTELLIGENCE ON PROJECT MANAGER’S COMPETENCY." International Journal of Engineering Science Technologies 7, no. 3 (May 16, 2023): 23–41. http://dx.doi.org/10.29121/ijoest.v7.i3.2023.501.
Повний текст джерелаАнотація:
There is increased awareness about the factors that affect project success since project stakeholders are constantly working towards a successful project. Although there are many aspects that affect a project's success, project managers are essential. The purpose of this study is to investigate how emotional intelligence (EI) affects project managers' ability to manage projects effectively. Research has been done in fields of relation between emotional intelligence and project success, but influence of emotional intelligence on project manager’s competency in the field is unknown. In this study linear regression is applied to determine the inter relation between emotional intelligence and competency of a project manager. The practical application of linear regression was demonstrated and conclusions were drawn from the findings of the study. The inter-relations between emotional intelligence and competency of project managers are determined along with the degree of dependency. It is important to understand the dependency of competency on soft skills to enhance a project manager’s performance and thus the project’s success.