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Готові списки джерел за темами / Manager’s culture

Добірка наукової літератури з теми "Manager’s culture"

Автор: Grafiati

Опубліковано: 7 липня 2024

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Статті в журналах з теми "Manager’s culture":

1

Thakur, Ramendra, Dena Hale, and Dhoha AlSaleh. "Manager’s report: organizational culture & strategy association." foresight 20, no. 4 (August 13, 2018): 375–92. http://dx.doi.org/10.1108/fs-02-2018-0015.

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Purpose Strategy and organizational culture are indispensable for success within a business. Both behavioral scientists and practitioners have shown keen interest in understanding the association between culture and strategy; however, no strong consensus has been formed about this relationship. This paper aims to shed light on this relationship by answering the following questions: Is organizational culture separable from its strategies? Is there an association between organizational culture and strategy? Design/methodology/approach Using a sample of 496 service managers, this study empirically examines the relationship between culture and strategy. Due to the nature of the data, cross-tabulation research method was used for analysis and to check the association between organizational culture and strategy. Findings Results indicate that successful firms with a bureaucratic and innovative culture may demonstrate any of the four examined strategies (command, rational, transactive and generative). The results also suggest that successful firms with a supportive culture will likely use a transactive or generative strategy. Overall, the results found that all four strategies are associated with each of the three corporate cultures, except for the supportive culture-command strategy and supportive culture-rational strategy dyads. Originality/value There are diverse views about the organizational culture-strategy relationship; however, no strong consensus has been formed about this relationship. Using managerial data collected from service industry, this study examines the relationship between three organizational cultures, namely, bureaucratic, supportive and innovative, and four different types of strategies, namely, specially command, rational, transactive and generative.

2

OGANYAN, Karina. "Characterizing the Impact of Organizational Culture on the Manager Leadership Qualities." WISDOM 12, no. 1 (June 29, 2019): 26–37. http://dx.doi.org/10.24234/wisdom.v12i1.232.

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The article presents the outcomes of sociological research to identify: the influence of organizational culture on the managers’ leadership qualities and the interdependence of management style and leader’s personality type of the Saint-Petersburg social services and organizations. It was revealed that the organizational culture type in the considered social institutions has a bureaucratic character; authoritarian management style predominates; the majority of branch managers are leaders with organizational skills. It is determined that the passionate manager’s personality type controls organization in an innovative-analytical style, which contributes to a greater activity efficiency. Such leaders are active, focusing on innovative work methods, encourage innovation, modern technologies and high performance, successfully apply brainstorming. Thus, the manager’s personality integral model is empirically tested and substantiated through sociological research.

3

Ramish, Asher, Haris Aslam, and Sabtain Liaquat. "Impact of Manager’s Social Commitment on Organization’s Social Performance Influenced by Socially Sustainable Supply Chain Practices and Sustainability Culture." Indonesian Journal of Sustainability Accounting and Management 5, no. 1 (June 30, 2021): 45–56. http://dx.doi.org/10.28992/ijsam.v5i1.278.

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The social dimension of sustainability in supply chain management is significant but less prominent. This study investigates the role of a manager’s social commitment in achieving an organization’s social performance. A model with four constructs was developed to study the impact of the manager’s social commitment on social outcomes. Research was carried out on Pakistani firms through a survey-based questionnaire. From a total of 360 respondents (managers of Pakistani organizations) identified initially, 158 sent their responses after repeated follow-ups. Structural Equation Modeling was used for data analysis. The results show that socially committed managers play a significant role in achieving organization’s social performance. Furthermore, implementing social sustainable supply chain practices mediates the relationship between manager’s social commitment and organization’s social performance. This study shows that an organization’s culture promotes the implementation of social practices and helps managers adopt social responsive activities and achieve social outcomes. Additionally, this study along with theoretical support to understand the manager’s role in changing the business environment to resolve emerging social issues and improve the firm’s reputation, also provides empirical evidence from a developing country’s perspective, supported by the significant results.

4

Balan, Oleksandr, Maryna Shepel, and Liliia Savelich. "Healthcare Institution Manager’s Deontological Culture as a Component of the Professional Image." Economics: time realities 6, no. 64 (December 27, 2022): 14–24. http://dx.doi.org/10.15276/etr.06.2022.2.

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The article deals with the healthcare institution manager’s deontological culture as one of the components of the professional image. It has been emphasized that the scientific and methodological literature presents scientists’ extensive ideas regarding the issues of deontological culture, image, professional culture, and professional ethics. The aim of the article was to determine the relationship between the healthcare institution manager’s deontological culture and the professional image. Professional image and deontological culture are interconnected because they are based on moral and ethical principles. The components of a professional image from the standpoint of deontology have been defined as the communication culture, corporate culture, teamwork, leadership qualities, conflict resolution skills. This model implementation is seen through pieces of advice, round tables, workshops and webinars with invited professionals, and discussions.

5

Cherednyakova, Anna Borisovna. "LEADERSHIP AS A COMPONENT OF MARKETING MANAGER’S IMAGE CULTURE." Sovremennye issledovaniya sotsialnykh problem, no. 6 (June 30, 2016): 64. http://dx.doi.org/10.12731/2218-7405-2016-6-64-73.

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6

Khawam, Abdullah A., and Nancy S. Bostain. "Project manager’s role in safety performance of Saudi construction." International Journal of Managing Projects in Business 12, no. 4 (December 2, 2019): 938–60. http://dx.doi.org/10.1108/ijmpb-04-2018-0087.

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Purpose The purpose of this paper is to address the primary research question, which is what is the relationship between the project manager’s (PM) possession of the Project Management Professional (PMP) certification and the level of the safety culture present in the construction project the PM manages. Design/methodology/approach The research was based on a survey of a purposive sample, 109 engineers and first-line supervisors worked in 23 construction projects of which ten were led by PMP-certified PMs and 13 were led by PMs lacking PMP certification. Each PM completed a demographic questionnaire for the predictor variables of PMP certification controlled for age and experience. To assess the criterion variable of safety culture total score, engineers and first-line supervisors working in the same project completed the questionnaire of safety culture values and practices. Findings Results of this study indicated the level of safety culture was significantly different, and improved, for engineers and first-line supervisors who work under PMs with PMP certification compared to the level of safety culture in projects managed by PMs with no PMP certification. Although alignment of safety culture perceptions among different levels in the organization helps to achieve a positive safety culture, the role of the PM in transferring, implementing and maintaining the safety culture in the construction project is fundamental, particularly in small-to-medium sized enterprises (SMEs). Originality/value This study addressed the role of the PMs managerial skills in the safety performance of Saudi Arabian SMEs. The principal finding was that PMs with managerial skills perform better regarding safety performance in SME construction projects than PMs lacking managerial skills. The primary recommendation is that leaders in construction projects must carefully evaluate engineers’ managerial skills before hiring the individuals as PMs. A PM’s promotion model developed in this study provides a suitable framework and business process component for construction leaders seeking to maintain safety performance successfully.

7

Vance, Leonard, Maria M. Raciti, and Meredith Lawley. "Sponsorship selections: corporate culture, beliefs and motivations." Corporate Communications: An International Journal 21, no. 4 (October 3, 2016): 483–99. http://dx.doi.org/10.1108/ccij-11-2015-0072.

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Purpose Sponsorship can be an effective strategic marketing tool yet it attracts criticism as a corporate indulgence shaped by the personal interests of senior executives. While research into the outcomes of sponsorship is extensive, the practices involved in sponsorship selections have been largely ignored. Today, sponsorship selection in large corporations is recommended to be a formal process involving evaluation criteria aligned to corporate policy and strategic priorities. Yet, in reality, corporate culture influences sponsorship selection, as do sponsorship managers’ beliefs about sponsorship types and motivations. The purpose of this paper is to explore sponsorship selection practices and to consider the interplay between corporate culture and sponsorship managers’ beliefs about sponsorship types and their motivations. The findings provide not only new interpretation of the literature but also reveal a detailed picture of sponsorship selection. Design/methodology/approach This exploratory qualitative study comprises in-depth interviews with senior sponsorship managers from eight large Australian companies that use sponsorship as a strategic marketing tactic. Findings This study concludes that the sponsorship selection process is strongly influenced by corporate culture as well as the sponsorship manager’s beliefs about sponsorship types and their motivations. Originality/value This study contributes to the sponsorship management research stream by providing important insights into under-researched factors that influence the sponsorship selection process.

8

Kozak, Agnieszka. "Relationship between job satisfaction and perception of manager’s behavior." Journal for Perspectives of Economic Political and Social Integration 20, no. 1-2 (January 1, 2014): 37–52. http://dx.doi.org/10.2478/v10241-012-0020-8.

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Abstract Job satisfaction is related to the match between an individual and the environment. This match gains special significance in the field of values. Behaviours of managers in a given organisation are the exemplification of values but also indicate what is important in a given culture. Since the requirements of corporate culture cause some unification of employees, it seems that for job satisfaction it will be important whether or not managers will ensure them individual treatment. Thus, the objective of the research conducted was to check what managers’ behaviours are most closely related to job satisfaction.

9

Nichifor, Florin. "The identification of the components organizational culture in the camps from Romania." Timisoara Physical Education and Rehabilitation Journal 10, no. 19 (December 1, 2017): 195–200. http://dx.doi.org/10.1515/tperj-2017-0041.

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Abstract Culture is considered the vector that influences directly management activity, which must be carried out efficiently and in a professional manner, in order to obtain performances. Knowledge of the models of cultural analysis, elaborated by researchers such as: G. Hofstede, F. Trompenaars, Ed. Hall, etc. constitute a manager’s support to understand cultural specificity and location, be this a country, a region, or an area, in which he or she operates or will operate. Training managers from a cultural point of view has become an important requirement nowadays in Romania, irrespective of whether they work in organisations abroad or in various cultural areas in Romania.

10

Gula, Olena. "Effective education management as a prerequisite for the successful activities of the head of a general secondary education institution." Visnyk of Lviv University. Series Pedagogics, no. 38 (2023): 72–80. http://dx.doi.org/10.30970/vpe.2023.38.11855.

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The article outlines the main aspects of managerial activity, the basics of education management in the conditions of the New Ukrainian School, current problems of the professional development of the manager, updating the content of continuous education of the manager (head) of a general secondary education institution in the conditions of reform, formation of management culture and professional competencies of the director of a general secondary education institution while mastering the basics of education management, challenges and tasks facing education, educational institutions, the head of an educational institution, the readiness of managers to manage an educational institution on the basis of modern management theory, the organization of the educational process according to state educational standards in the context of reforming the education system. An analysis of the Standard Program for the Advancement of Qualifications of Heads of Educational Institutions Implementing the New State Standard of Basic Secondary Education was carried out. The relevance of the development and implementation of the Model Program, compliance with rapid changes in the socio-economic and political life of the country, the challenges of globalization, digitalization, and the gradual transition to the decentralization of society are emphasized. Problematic issues of the professional training of the head of the school are singled out, namely the formation and development of professionally significant qualities, professional competence, management culture; awareness of the behavior and activities of people in the organization, which is part of the sphere of work culture, culture of professional management activity; considering the manager’s professional culture as a holistic, integrative personal attribute; studying the peculiarities of personal managerial activity, the essence of managerial culture as a personal attribute. Keywords: continuing education, professional development, education management, management, professional activity, management culture, professional competence, professional management activity.

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Дисертації з теми "Manager’s culture":

1

Solomon, Aida. "The Relationship of Nurse Manager’s Leadership Styles in Maintaining a Just Culture." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7752.

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Healthcare leaders must establish a just culture to mitigate preventable medical deaths that occur at 250,000 per year, making medical errors the 3rd leading cause of death in the United States. However, there is a gap in knowledge regarding the attributes of nurse manager leadership styles that contribute to promoting a just culture at the unit level. Guided by the full range leadership theory and the just culture model, the purpose of this descriptive correlational study was to determine the relationship between nurse manager transformational, transactional, and laissez-faire leadership styles and unit level just culture perceptions and the differences between staff nurses’ and nurse managers’ perceptions of leadership styles and just culture. The Multifactorial Leadership Questionnaire and the Just Culture Assessment tool were administered to 165 U.S. hospital-based staff nurses and nurse managers. ANOVA revealed a statistically significant difference in the mean just culture scores between transformational, transactional, and/or laissez-faire leadership styles (p < .01). MANOVA outcomes were significant for the difference between the nursing staff’s and nurse managers’ perceptions of nurse managers’ leadership styles (p < .01). This study promotes positive social change identifying transformational and transactional nurse manager leadership skills as a predictor for maintaining a unit level just culture and clarifying the impact of nurse managers’ leadership styles on perceptions of patient safety among frontline nurses and hospital safety. Future research should focus on exploring the relationship between nurse-sensitive patient outcomes such as pressure injuries and hospital-acquired infections along with the unit level just culture and nurse manager leadership styles.

2

Cathelat, Sandrine. "Contribution à la transformation de culture et mindset managériaux vers une économie écologiquement soutenable." Electronic Thesis or Diss., Université Paris-Panthéon-Assas, 2024. http://www.theses.fr/2024ASSA0015.

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La crise écologique, dont les alertes publiques s’accumulent depuis de plus de 50 ans, est devenue le problème mondial majeur du XXI° siècle et un Game Changer majeur pour tous les acteurs de l’économie. Cette critique de l’Anthropocène conduit à interroger ce modèle productiviste d’Économie Linéaire pour le faire évoluer vers plus de Soutenabilité écologique, ou en changer. Les retards et insuffisances sur la feuille de route climatique, définie par l’Accord de Paris en 2015, démontrent que les discours d’intention et incitations non-directives échouent à se transformer en nouvelles pratiques économiques. Une nouvelle Économie Soutenable ne deviendra pas une réalité, pas assez vite ni à échelle suffisante, sans une mobilisation des entreprises et acteurs économiques, notamment les Managers de tous niveaux, dont la fonction est de concrétiser les intentions stratégiques en pratiques. Cet objectif implique chez eux une transformation de Mindset managérial pour assumer un nouveau rôle responsable de “sustainability transformers & makers“
The ecological crisis, for which public warnings have been accumulating for more than 50 years, has become the major global problem of the 21st century and a major game changer for all players in the economy. This critique of the "Anthropocene" is leading us to question this linear productivist economic model, with a view to moving it towards greater ecological sustainability or changing it altogether. The delays and shortcomings of the climate roadmap defined by the Paris Agreement in 2015 show that rhetoric is failing to be transformed into new economic practices. This new "Sustainable Economy" will not become a reality, not quickly enough and not on a sufficient scale, without the mobilization of companies and economic players, particularly managers at all levels, whose job it is to turn strategic intentions into practical reality. This objective implies a change of mindset in management in order to assume a new responsible role as "sustainability transformers & makers"

3

Hansson, Noreke Helena, and Jonathan Wirödal. "Managers' communication : how cultural intelligence affects communication." Thesis, Högskolan Kristianstad, Sektionen för hälsa och samhälle, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:hkr:diva-9802.

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As the world becomes more global and companies become internationalized there is a growing urge for companies to work more efficiently. A problem that might rise when people from different cultures work together, is the risk for misunderstandings when managers communicate with people from other cultures. For that reason, managers of internationalized companies need to be culturally intelligent to avoid misunderstandings. Hence, our aim with this dissertation is to see how managers’ Cultural Intelligence (CQ) affects their Communication. In order to see how managers’ Cultural Intelligence affects their Communication we used a quantitative study (survey), where Swedish managers from international companies were target population. In the end though, we found no relation between CQ and managers communication skills. The number of responses from the survey was too small to in order to make any general conclusions. The dissertation may however have some contribution and value for Swedish managers. For companies in general, the dissertation can give some indications that they should consider employees’ CQ and not only managers’ CQ. Communication however, is one of the most prominent factors when it comes to social interaction. Therefore, companies today should consider, when hiring, the new employees’ ability to adapt into new environments.

4

Lawley, Jonathan Coldstream. "Transcending culture : developing Africa's technical managers." Thesis, City University London, 1994. http://openaccess.city.ac.uk/8295/.

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This thesis explains the background to the shortage of indigenous black technical management in Sub Saharan Africa by focusing on a number of countries in the Southern African region. It explains the implications of this shortage particularly for Zimbabwe and its mining industry which at independence in 1980 had no black technical managers. Having looked at management development worldwide and the experience of leading developed countries, the thesis goes on to consider the views and theories of a number of writers on management and management development in an African context. It also considers its crucial importance to the continent's future and the urgent need for effective ways of improving Africa's management capability particularly in the technical area. In this context a scheme (the ZTMTT) set up in 1982 to train black managers for Southern Africa's mining industry is described. The methodology of the approach is detailed including the important interrelationship of the practical and the academic experience in the learning process. This is followed by a description and analysis of the results of the scheme after eleven years. Following consideration of the special barriers and difficulties facing aspirant black managers in the Southern African context, the thesis goes on to describe and analyse the factors that have brought about the necessary fundamental change in trainees and helped them to relate the management challenge to themselves. It goes on to detail some successful case histories and contrast these with the very few failures. The success of the programme has culminated in the development of a new management theory, describing the mechanism of transition from reliance on a single home culture to the point where management capacity has been transformed by exposure to global experience. Scientific concepts have been invoked to produce the new management theory. As in science, where certain chemical reactions proceed through excited state intermediates, exciplexes which react to produce a new product, so too the merging of management cultures to form a management exciplex (excited state) can, given appropriate conditions, lead to new successful management types.

5

Khrulova-Nygren, Camilla, and Louise Andersson. "Business in Russia : A study investigating to what extent culture impacts business for Swedish managers." Thesis, Linnéuniversitetet, Institutionen för marknadsföring (MF), 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-35537.

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This study is an empirical research that is set to examine to what extent culture affects the performance of Swedish managers when doing business with their Russian customers. The authors aim is to find out how important cultural awareness is when doing business between Sweden and Russia as well as what factors Swedish managers should consider before doing business with a Russian customer. The purpose of this study has been set in relation to empirical evidence based on a qualitative research approach with semi structured in-depth interviews as a method. Seven in-depth interviews has been conducted in order to fulfil the research questions and the purpose of this study, all interviewees has got at least three years of business related experience towards the Russian market. One of the main objectives of this study is to create a road map that will unveil hidden rules and provide a practical approach in order to avoid apprehensions and hesitations concerning the Russian culture, before arriving and while already in Russia. This study reveals that factors such as language, non-stereotyping, and a rigorous research about the Russian culture are needed for a Swedish businessman before doing business in Russia. When a Swedish businessman has arrived in Russia, considerations and efforts should be put on factors such as the importance of a formal dress code, practice status, as well as a strict leadership style.

6

Henningsson, Johan. "Fund managers as cultured observers /." Västerås : School of Sustainable Development of Society and Technology, Mälarddalen University, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-1580.

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7

Thorne, M. L. "Engendering culture : The dynamics of organisation culture, gender and managerial behaviour." Thesis, University of Bath, 1988. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.383608.

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8

Van, den Bergh Riana. "Cultural intelligence a comparison between managers in South Africa and the Netherlands /." Diss., Pretoria : [s.n.], 2008. http://upetd.up.ac.za/thesis/available/etd-06032008-102941/.

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9

McBride-Walker, Mercedes. "Standing out| The influence of organization culture and cultural values on a manager's willingness to meaningfully differentiate employee performance." Thesis, Pepperdine University, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=1543409.

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This mixed-methodology study investigates the degree to which dominant organization culture and cultural values influence a manager's willingness to differentiate employee performance for the purpose of making meaningful talent decisions. Data were collected from 26 companies and a total of 45 individual participants. The findings suggest that specific values play a significant role in influencing a manager's willingness to differentiate employee performance regardless of dominant culture. All organizations have high and low performers, yet being willing to make tough performance calls for greater talent decision effectiveness may require embodying values that are considered countercultural. We argue that these values may need to be translated in the dominant culture for greater acceptance and assimilation, and recognize that companywide performance management programs may best be viewed as a collection of individual decisions that carry with them great tensions. Implications and limitations of the study are discussed.

10

Eriksson, Jennie. "Continuous improvements in China: experiences from managers in global businesses." Thesis, Högskolan i Gävle, Akademin för teknik och miljö, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-14610.

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In today’s rapidly changing society company development and Continuous improvements are crucial to gain a competitive advantage on the global market. Through interviews this study investigated how two Chinese companies worked with Continuous improvements. The empirical findings were compared to the theoretical theories. The study showed that the biggest difference between western business and Chinese businesses was the organizational structure. The hierarchical organizational structure, since it hinders empowerment, was also the biggest barrier for Chinese companies to integrate further developmental work with Continuous improvements. Thus empowerment contributes to flexibility, innovation, employee development and increased communication processes.

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Книги з теми "Manager’s culture":

1

Schein, Lawrence. A manager's guide to corporate culture. New York, N.Y: Conference Board, 1989.

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2

Engineering, LLC Outcome. Just culture training for healthcare managers. 4th ed. Plano, TX: Outcome Engineering, LLC, 2008.

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3

Asplund, Gisèle. Women managers: Changing organizational cultures. Chichester: Wiley, 1988.

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4

Asplund, Gisèle. Women managers: Changing organizational cultures. Chichester: Wiley, 1988.

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5

1933-, Peterson Richard B., ed. Managers and national culture: A global perspective. Westport, Conn: Quorum Books, 1993.

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6

Gonzalez, Ricardo L. Corporate culture modification: A guide for managers. Manila, Philippines: National Book Store, 1987.

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7

Bellingham, Richard. The manager's pocket guide to corporate culture change. Amherst, Mass: HRD Press, 2001.

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8

B, Handy Charles. L' Olympe des managers: Culture d'entreprise et organisation. Paris: Editions d'Organisation, 1986.

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9

Pritchett, Price. High-velocity culture change: A handbook for managers. Dallas, Texas: Pritchett Publishing, 1994.

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10

Cowell, Frances. Crisis wasted?: Leading risk managers on risk culture. Chichester, West Sussex, United Kingdom: John Wiley & Sons, 2016.

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Частини книг з теми "Manager’s culture":

1

Marino, A., P. Pariso, and M. Picariello. "E-government and Italian Local Government: Managerial Approach in Two Macro Areas to Improve Manager’s Culture and Services." In Advanced Information Networking and Applications, 107–16. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-75078-7_12.

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2

Green, Egan K., Ronald G. Lynch, and Scott R. Lynch. "Organizational Culture." In The Police Manager, 28–39. 9th ed. New York: Routledge, 2023. http://dx.doi.org/10.4324/9781003305491-4.

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3

Green, Egan K., Ronald G. Lynch, and Scott R. Lynch. "Organizational Culture." In The Police Manager, 29–40. Eighth edition. | New York, NY : Routledge, 2018.: Routledge, 2017. http://dx.doi.org/10.4324/9781315472331-4.

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4

Levitt, Joel D. "Company Culture." In Leadership Skills for Maintenance Supervisors and Managers, 27–29. First edition. | Boca Raton, FL : CRC Press, 2021.: CRC Press, 2020. http://dx.doi.org/10.1201/9781003097952-6.

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Joshi, Rajul G., and Pavan Soni. "How managers shape innovation culture." In Innovation, 121–40. London: Routledge, 2022. http://dx.doi.org/10.4324/9780429346033-10.

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Murphy, Sheila E., Tracey A. Regenold, and Philip A. Reed. "Developing a Systemic Culture." In Systemic Thinking for Public Managers, 89–113. New York: Routledge, 2024. http://dx.doi.org/10.4324/9781003335153-5.

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Bakhshandeh, Behnam. "Developing Managers-as-Coaches." In Building an Organizational Coaching Culture, 113–27. London: Routledge, 2023. http://dx.doi.org/10.4324/9781003379577-10.

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Radulovich, Lori P. "Human-Centered Managers." In Managing Across Generations and Cultures, 196–205. New York: Routledge, 2024. http://dx.doi.org/10.4324/9781003489139-18.

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Zhu, Yi. "Store Managers and Their Kingdoms." In Corporate Culture and Globalization, 118–43. London: Routledge, 2023. http://dx.doi.org/10.4324/9781003305675-8.

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Kitchin, Duncan. "Organisational Culture." In An Introduction to Organisational Behaviour for Managers and Engineers, 27–50. Other titles: Introduction to organisational behavior for managers and engineers Description: Second Edition. | New York : Routledge, 2018.: Routledge, 2017. http://dx.doi.org/10.4324/9781315562933-2.

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Тези доповідей конференцій з теми "Manager’s culture":

1

Mladenović, Milena, and Vesna Novak Vesna Novak. "The Impact of Gender Role in Ethics-Based Managerial DecisionMaking Strategies." In Interdisciplinarity Counts. University of Maribor, University Press, 2023. http://dx.doi.org/10.18690/um.fov.3.2023.56.

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Ethical dilemmas are situations in which not only the ethical values we present, promote, and believe in are tempted, but our perseverance and determination, i.e. consistency in respecting those values during the decision-making process is tempted as well. In this paper, we study the integrity capacity of managers in the decision-making process based on ethical values. We examined the level of discrepancy between managerial value systems and value systems presented in manager’s decisionmaking strategies. The aim was to establish a model that can provide reliable and relevant data needed to examine possible discrepancies between those two sets of values. The model is used to investigate if the level of discrepancy is in relation to the variables such as Gender, Level of ethical conduct of managers, and Organizational culture. After doing a comparative analysis of data gained from managers and employees, we found that there are discrepancies between managers’ value systems and the value systems presented in their decision-making strategies. We also find that the level of discrepancy is in relation with Gender variable, but also in relation with variables Ethical conduct of managers and Organizational climate. The model is constructed not exclusively for the research purpose, but also can be used as a tool that can provide insight into how consistent managers are in integrating certain values in their immediate working environment.

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Russkov, P., and S. Ermakov. "CANADIAN RESIDENTIAL SCHOOL SYSTEM FOR INDIGENOUS CHILDREN." In Manager of the Year. FSBE Institution of Higher Education Voronezh State University of Forestry and Technologies named after G.F. Morozov, 2022. http://dx.doi.org/10.34220/my2021_266-270.

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Establishing boarding schools in Canada is a very twofold act, on the one hand – England tried to colonize Canadian lands, and on the other hand, it almost destroyed the culture and language of local tribes. Plans of colonization of the New World turned into a cultural genocide, which was recognized very slowly. This topic is discussed in our article which has both archived data and words of survivors of these events.

3

Gacheru, John. "A Case Study to Investigate the Impact of Embracing a Growth Culture to Implement Technology in Saccos in Kiambu County, Kenya." In Advances in Multidisciplinary and Scientific Research Journal Publication. Society for Multidisciplinary and Advanced Research Techniques - Creative Research Publishers, 2021. http://dx.doi.org/10.22624/aims/isteams-2021/v28p1.

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When effective organizational culture is out of place,it affects organizational production and profitability.This research study want to investigate the impact of embracing a growth culture in implementing technology in Saccos found in Kiambu County ,Kenya.The study will be conducted in a sample of 60 senior managers who have more than three years working experiences in their respective Saccos.The questionnaires and interviews has been conducted and data analysed for better interpretations.The findings established that there is significant economic growth to the the local SMES.The growth culture as a strategy if implemented by the business manager assists greatly in better implementation of technology in financial institutions and businesses especially Saccos. Keywords: ICT, Telecommunications, Entrepreneurship and Wealth Creation.

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Gurchenko, V., and M. Konchakova. "TOPICS FOR KEEPING THE CONVERSATION GOING AS A PART OF PHATIC COMMUNICATION IN ENGLISH LINGUISTIC CULTURE." In Manager of the Year. FSBE Institution of Higher Education Voronezh State University of Forestry and Technologies named after G.F. Morozov, 2022. http://dx.doi.org/10.34220/my2021_24-28.

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The article is devoted to the analysis of the specificity of teachers ‘ use of methods of fatal communication in the English women’s educational discourse. On the example of English literature the author describes the features of the fatal communication of the teacher and pupils in different time periods – from XIX to XXI century. Conclusions are drawn about the originality of each time period in the communicative relation, a comparative characteristic of the methods of fatal communication in the English women’s educational discourse, depending on the time of writing literary works.

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Elsakova, Renata, and Julia Leskina. "THE METHODS OF MASTERING FUTURE MANAGERS' PROFESSIONAL CULTURE." In 10th annual International Conference of Education, Research and Innovation. IATED, 2017. http://dx.doi.org/10.21125/iceri.2017.0602.

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Mogaji, Andrew. "Goal-Setting and Task Performance among Nigerian Managers in a Cross-Cultural Context." In International Association of Cross Cultural Psychology Congress. International Association for Cross-Cultural Psychology, 2014. http://dx.doi.org/10.4087/esoe3786.

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This study assessed goal-setting and task performance among Nigerian managers. Data were collected from 521 subjects including 176 Yoruba, 147 Igbo and 198 Hausa/Fulani managerial employees in Lagos, Nigeria. The relevant scales of the 57-item questionnaire designed by Mendonca and Kanungo (1994) were used to obtain measures of the dependent variables. Mean scores in goal setting and performance-intrinsic reward contingency were highest among the Yoruba managers followed by Hausa/Fulani and Igbo managers respectively. Mean score in task significance was highest among the Igbo managers followed by Yoruba and Hausa/Fulani managers respectively. Mean score in performance-extrinsic reward contingency was highest among the Hausa/Fulani managers followed by Yoruba and Igbo managers respectively. One-way ANOVA showed cultural differences in performance-intrinsic reward contingency (p< .05) and task significance (p< .01) but not in goal-setting and performance-extrinsic reward contingency respectively. The results were discussed in terms of the influence of culture on human resources management practices and that managers who value performance-intrinsic reward allocation should engage in goal-setting more than the others.

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Pantelides, Arthur, Frank Allario, and Gerhard Antony. "An Assessment of the Relative Value of Knowledge Transfer Processes to Project Success." In ASME 2008 International Mechanical Engineering Congress and Exposition. ASMEDC, 2008. http://dx.doi.org/10.1115/imece2008-66285.

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As activities of companies become global there is an emerging need to understand the processes that lead to the success of large projects in which the core competency is centered in a parent company; an engineering department in a foreign subsidiary; and customers that are distributed across the globe. This situation requires an ever-increasing role for project managers (PM) to cross international boundaries. The modern PM must consider many facets of their responsibilities including: managing corporate knowledge as a strategic asset; transferring corporate knowledge to the project team and transferring engineering capabilities back to corporate; and, developing customer requirements that ensure project success. In order to meet these responsibilities, the project manager needs to understand the diversity of technical communication from parent to subsidiary, the cultural vagaries of these communications, in addition to maintaining an eye on knowledge transfer. The challenge for an organization is to manage knowledge transfer between headquarters and its subsidiaries optimally. This initial study will investigate the factors associated with successes of international projects examining cultural and knowledge transfer processes of industrial companies and their subsidiaries. It plans to improve understanding of how communication structures and mechanisms of companies are integrating factors between culture and knowledge transfer and how they impact project success.

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Dybach, Inna. "Features of the Formation of Cross-Cultural Communication Skills in IT Business." In Socratic lectures 10. University of Lubljana Press, 2024. http://dx.doi.org/10.55295/psl.2024.i24.

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Abstract: Effective establishment of cross-cultural communication is a prerequisite for business success, regardless of the field in which it is organized or already exists. The issue ap-pears especially relevant against the background of the rapid development of infor-mation technologies, digitalization, socialization, and globalization of business. Cross-cultural communication is a process of information exchange among repre-sentatives of different cultures, which aims to establish mutual understanding through the achievement of conformity of different culturally determined value sys-tems. As the sector of information technology grows ever more complex, Information Technology (IT) professionals are called upon daily to explain technology applications to coworkers from other departments, managers, and customers. Building effective cross-cultural communication within an IT company and establishing the right communication links with stakeholders affect the effectiveness of management deci-sions both at the operational and strategic levels. Barriers to the formation of cross-cultural communication skills in the IT industry include IT professionals being used to working in isolation or functioning within tight-knit teams, differing work expectations, varying values and customs, and different levels of technological knowledge. Formation of cross-cultural communication skills should create a basis for effective establishment of communication in the development team, providing sup-port for the common organization of the group work on the processing of general in-formation and information linked to the project, creating conditions for collaborative software development, and promoting the formation and development of corporate culture in IT companies. Keywords: Communication; Cross-cultural communication; Skills; IT business; IT services; IT team

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Ciuperca, Ella magdalena. "SECURING COMMUNITY, SECURING BUSINESS! MANAGERS SECURITY AWARENESS THROUGH ELEARNING." In eLSE 2012. Editura Universitara, 2012. http://dx.doi.org/10.12753/2066-026x-12-169.

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Contemporary approach of the intelligence domain is due to substantial changes that the umbrella concept of security has suffered in postmodern society and to the fact that at present nations have to face an extremely diverse range of threats. Comparing with other country, traditional Romanian academic programs for studying intelligence and security are undersized. I appreciate that one of the determinants of this situation is the lack of demand for specialized security and intelligence expertise in labour market. Also the priorities of the Romanian private sector are concerned especially about profit and almost never in securing business and securing their broader community. A strong security and intelligence cultures is beneficial for any area of society; still such a culture of entrepreneurial environment can make the difference between poverty and prosperity, employment and unemployment, community inclusion or exclusion. Therefore the main reason behind educating managers resigns in the fact this category have a great social importance in society, as they are fully involved in economic development of society and linked to employment by the numbers of employees they have. Providing security and intelligence expertise in areas such as the protection of classified information, combating cross-border threats, protection against terrorism meant the medium and long term improvement of the civic behavior of everyone. But their involvement in the traditional type of education would be extremely difficult due to their responsibilities. Their lack of time can be balanced by using an e-Learning system that allows the specialization of human resources with maximum efficiency and valuable time limited. Based on the premise that one of the objectives set at European Union level is the foundation of the knowledge society, this paper constitutes an argument for implementing an e-learning platform to provide specific knowledge to substantiate the security and intelligence culture at managers' level. *This work was supported by CNCSIS-UEFISCSU, project number PN II-RU 64/2010

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van der Ven, Marcel A. "When Organizational Culture And Climate Stimulate Our Creativity And Accelerate Innovation." In 14th European Conference on Creativity in Innovation. AIJR Publisher, 2023. http://dx.doi.org/10.21467/proceedings.154.20.

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Purpose – Methods and techniques help us foster creativity and accelerate innovation. But it isn’t helpful if the environment does not motivate, is not safe and does not offer support? This article shows managers how their attitude and behaviour influence the innovation climate in a team or an organization. A method with twelve clarifying perspectives enables the reader to create an innovation climate in his own team or organization that stimulates creativity and accelerates innovation. Design/methodology/approach – This article brings science to the workplace. It is a summary of the recent published book Innovatiekracht; over organisatiecultuur en hoe mensen het verschil maken. (see references). In this book, 35 years of experience in leading creative teams is enriched with the results of more than 200 scientific studies on attitude and behaviour of people in organizations. Concepts that are as unambiguous as possible have been developed that are recognizable and influenceable for a manager in practice. The key question was “what is the cause of this?”. Once that question remained unanswered, only the essence of what drives people to behave innovatively within an organization remained. Originality/value – Much has been written about the influence of culture and climate in organisations, but never so specific and measurable in relation to creativity and innovation. What makes the method especially valuable is, on the one hand, the perceptual framework that is provided with which managers can interpret situations and, on the other hand, a common language is available for communicating about something as difficult to grasp as the organizational culture.

Звіти організацій з теми "Manager’s culture":

1

Fedorchuk, Liudmyla. Культура в ефірі Суспільного: телевізійний контент і перспективи розвитку. Ivan Franko National University of Lviv, березень 2023. http://dx.doi.org/10.30970/vjo.2023.52-53.11729.

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Main objectives of this article are changes in the programming principles of the “Suspilne Culture” TV channel, the peculiarities of the program content in the period 2020-2022, as well as potential for further channel development from the content perspective. Methodology of the analysis includes processing primary sources of information, synthesis, induction and deduction, problem-thematic analysis of television programs. Results. During 2017-2021, the specialized public channel about culture increased the number of its own programs, and the ratings of the channel increased. “UA: Culture” produced their own daily information program and several analytical programs about various types of art. Although even now, a significant part of the channel content consists of not relevant and not adapted for the Ukrainian audience purchased serials and educational cycles. After analyzing “Suspilne Culture” TV channel program grid for October 3-7, 2022, significant part of not typical for declared program policy content was discovered. During the present period only 2 programs corresponded to the specifics of the channel and were developed by “Suspilne” production. Conclusions. In general, thematic blocks such as cultural policy of Ukraine and institutions, religious practices, economy of creative industries and representation of Ukrainian culture in the world are not broadcasted. Significance. The conducted research allowed us to actualize the need for a scientific approach to the content and programming policy of the “Suspilne Culture” TV channel. The collected material gives reasons to testify that the mission of the public channel and the declared program principles are implemented only partially. The channel lacks in-depth analytics on a whole range of current cultural issues. The share of self-produced programs is minimal. Instead, purchased content often does not represent the specifics of the channel and does not fulfill the mission of the public broadcaster. The channel program managers should focus on the change in cultural discourse that has been taking place since the beginning of the full-scale war of the Russian Federation against Ukraine. In battles, our army and people defend, first of all, our right to own identity, our right on culture and own voice to tell the world about ourselves. The air of the TV channel “Suspilne Culture” should be filled with exactly such ideas. Keywords: culture; public television; television content; journalism of the culture.

2

Gould, III, and Jay W. Organizational Culture - Education of the Department of Defense Program Managers Under Defense Acquisition Workforce Improvement Act. Fort Belvoir, VA: Defense Technical Information Center, January 1993. http://dx.doi.org/10.21236/ada279155.

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Young, Craig. Problematic plant monitoring in Hopewell Culture National Historical Park: 2008–2019. Edited by Tani Hubbard. National Park Service, July 2021. http://dx.doi.org/10.36967/nrr-2286658.

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Managers are challenged with the impact of problematic plants, including exotic, invasive, and pest plant species. Information on the cover and frequency of these plants is essential for developing risk-based approaches to managing these species. Based on surveys conducted in 2008, 2011, 2015, and 2019, Heartland Network staff and contractors identified a cumulative total of 51 potentially problematic plant species in Hopewell Culture National Historical Park. Of the 37 species found in 2019, we characterized 7 as very low frequency, 9 as low frequency, 17 as medium frequency, and 4 as high frequency. Of these, midpoint cover estimates of 2 medium frequency and 2 high frequency species exceeded the 10-acre threshold. Because of the number, extent, and cover of problematic plants in the park and the small park size, control efforts should focus on treating high priority species across the entire park. High priority species may include plant species capable of rapid spread, species at low population levels, and species which can effectively be controlled.

4

Vick, Linda. Cross-cultural Training of Chinese Managers and Workers by U.S. Companies: A Comparative Cultural Analysis of the Problems Reported by U.S. Trainers. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.6516.

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Thornberry-Ehrlich, Trista. Pictured Rocks National Lakeshore: Geologic resources inventory report. National Park Service, July 2022. http://dx.doi.org/10.36967/2293878.

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Geologic Resources Inventory reports provide information and resources to help park managers make decisions for visitor safety, planning and protection of infrastructure, and preservation of natural and cultural resources. Information in GRI reports may also be useful for interpretation. This report synthesizes discussions from a scoping meeting held in 2010 and a follow-up conference call in 2020. Chapters of this report discuss the geologic setting, geologic features and processes, and geologic resource management issues of Pictured Rocks National Lakeshore. Guidance for resource management and information about the previously completed GRI GIS data is also provided.

6

Barthelmes, Michael. Tallgrass Prairie National Preserve: Geologic resources inventory report. National Park Service, October 2022. http://dx.doi.org/10.36967/2294502.

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Geologic Resources Inventory reports provide information and resources to help park managers make decisions for visitor safety, planning and protection of infrastructure, and preservation of natural and cultural resources. Information in GRI reports may also be useful for interpretation. This report synthesizes discussions from a scoping meeting held in 2008 and a follow-up conference call in 2021. Chapters of this report discuss the geologic heritage, geologic history, geologic features and processes, and geologic resource management issues of Tallgrass Prairie National Preserve. Guidance for resource management and information about the previously completed GRI GIS data and poster (separate products) is also provided.

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Lanik, Amanda. Yukon-Charley Rivers National Preserve: Geologic resources inventory report. National Park Service, 2023. http://dx.doi.org/10.36967/2301602.

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Geologic Resources Inventory reports provide information and resources to help park managers make decisions for visitor safety, planning and protection of infrastructure, and preservation of natural and cultural resources. Information in GRI reports may also be useful for interpretation. This report synthesizes discussions from a scoping meeting held in 2004 and a follow-up conference call in 2021. Chapters of this report discuss the geologic heritage, geologic features and processes, geologic history, and geologic resource management issues of Yukon-Charley Rivers National Preserve. Guidance for resource management and information about the previously completed GRI GIS data and poster (separate products) is also provided.

8

Thornberry-Ehrlich, Trista. Little River Canyon National Preserve: Geologic resources inventory report. National Park Service, October 2022. http://dx.doi.org/10.36967/2294826.

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Geologic Resources Inventory reports provide information and resources to help park managers make decisions for visitor safety, planning and protection of infrastructure, and preservation of natural and cultural resources. Information in GRI reports may also be useful for interpretation. This report synthesizes discussions from a scoping meeting held in 2009 and a follow-up conference call in 2020. Chapters of this report discuss the geologic heritage, geologic features and processes, and geologic resource management issues of Little River Canyon National Preserve. Guidance for resource management and information about the previously completed GRI GIS data and poster (separate products) is also provided.

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Barthelmes, Michael. Pinnacles National Park: Geologic resources inventory report. National Park Service, October 2022. http://dx.doi.org/10.36967/2294842.

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Geologic Resources Inventory reports provide information and resources to help park managers make decisions for visitor safety, planning and protection of infrastructure, and preservation of natural and cultural resources. Information in GRI reports may also be useful for interpretation. This report synthesizes discussions from a scoping meeting held in 2007 and a follow-up conference call in 2018. Chapters of this report discuss the geologic heritage, geologic history, geologic features and processes, and geologic resource management issues of Pinnacles National Park. Guidance for resource management and information about the previously completed GRI GIS data and poster (separate products) is also provided.

10

Henderson, Timothy. Sagamore Hill National Historic Site: Geologic resources inventory report. National Park Service, 2024. http://dx.doi.org/10.36967/2302828.

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Geologic Resources Inventory reports provide information and resources to help park managers make decisions for visitor safety, planning and protection of infrastructure, and preservation of natural and cultural resources. Information in GRI reports may also be useful for interpretation. This report synthesizes discussions from a scoping meeting held in 2010 and a follow-up conference call in 2022. Chapters of this report discuss the geologic heritage, geologic features and processes, geologic history, and geologic resource management issues of Sagamore Hill National Historic Site. Guidance for resource management and information about the previously completed GRI GIS data and poster (separate products) is also provided.