Статті в журналах: "Middle managers"

1

Johan, Suwinto. "Middle Career Trap." Jurnal Manajemen Bisnis dan Kewirausahaan 4, no. 1 (January 10, 2020): 01. http://dx.doi.org/10.24912/jmbk.v4i1.6785.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

Анотація:

The aim of the paper is to study the middle career trap for white collar worker. The research will be focused on the challenges which are faced by middle management. We will use the qualitative method on the analysis. The sample are 50 midlle managers who have more than 10 years working experience. The analysis will be faced to faced interview basis. The empirical results show that more than 10% of the middle managers are facing financial problem due to life style and family issues. There is a trap for the manager to improve their capabilities due to financial problem. The trap become a hurdle for the manager to promote to next level.

2

Edwards, Christina, Gayle Garland, and John Edmonstone. "Developing middle managers." Nursing Management 8, no. 2 (May 2001): 8–9. http://dx.doi.org/10.7748/nm.8.2.8.s7.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

3

Torres, Juan Pablo, Camilo Drago, and Claudio Aqueveque. "Knowledge inflows effects on middle managers’ ambidexterity and performance." Management Decision 53, no. 10 (November 16, 2015): 2303–20. http://dx.doi.org/10.1108/md-04-2015-0133.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

Анотація:

Purpose – The purpose of this paper is to report on lab experiments conducted to determine what impact managerial top-down knowledge transfer has on a middle manager’s individual ambidexterity and decision performance. Design/methodology/approach – The authors designed an experimental approach using a business simulator to test the hypotheses with middle managers. The methodological approach provides the authors with a framework to enhance the middle manager’s understanding of how to attain superior short-term financial results by exploiting current resources, in addition to mastering new strategies to avoid a potential business bankruptcy. Findings – The results suggest that top-down managerial knowledge inflow benefits middle manager strategic decision making, as well as his/her short- and long-term performance. Nonetheless, the best short-term results were achieved by those middle managers that mastered both exploitation and exploration activities simultaneously. Originality/value – The contribution of this paper is to identify and test a control mechanism called top-down inflows that enhance middle manager’s ability to exploit current resources to increase financial performance, and exploring new strategies to avoid a business bankruptcy.

4

Mo, A.-Ra, and So-Hyun Lee. "An Exploratory on Middle Manager Roles Performance Ability Recognized by Middle Managers." Korean Journal of family welfare 22, no. 3 (September 30, 2017): 521–42. http://dx.doi.org/10.13049/kfwa.2017.22.3.7.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

5

Ettington, Deborah R. "SUCCESSFULLY PLATEAUED MIDDLE MANAGERS." Academy of Management Proceedings 1993, no. 1 (August 1993): 53–57. http://dx.doi.org/10.5465/ambpp.1993.10315244.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

6

Leader, Gillian. "Further Education Middle Managers." Educational Management Administration & Leadership 32, no. 1 (January 2004): 67–79. http://dx.doi.org/10.1177/1741143204039300.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

7

Zimmerer, Thomas W., and G. Stephen Taylor. "Why middle managers quit." International Journal of Value-Based Management 2, no. 1 (March 1989): 71–78. http://dx.doi.org/10.1007/bf01714971.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

8

Klagge, Jay. "The Leadership Role of Today's Middle Manager." Journal of Leadership Studies 3, no. 3 (July 1996): 11–19. http://dx.doi.org/10.1177/107179199700300303.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

Анотація:

In a previous article this author identified a leadership role for top management. In this article he sets his sights on identifying the unique leadership role of today's middle manager. This author links the role of middle management with that of today's organizational leaders in response to the simultaneous calls for unity and diversity. Is there a legitimate need for middle managers in today's flattened organizations? What role might be left for the middle manager in light of trends toward team-based operations? Can middle managers supplement the work of teams? How can middle management complement the role of organizational leaders? How should middle managers respond to today's simultaneous calls for unity and diversity? After briefly reviewing the role of organizational leaders in response to simultaneous calls for unity and diversity, the author explores the leadership role of middle management today. In preparation for identifying the tasks of the middle manager in today's organizational environment, he covers some of the costs associated with the loss of middle managers. The author concludes that middle managers in today's flattened and team-based organization bring leadership as: integrators creating organizational unity; facilitators releasing human diversity into group processes; and implementers of necessary supporting systems for recognizing and rewarding actions that foster unity and unlock diversity.

9

Johansen, Morgen S. "The Direct and Interactive Effects of Middle and Upper Managerial Quality on Organizational Performance." Administration & Society 44, no. 4 (August 22, 2011): 383–411. http://dx.doi.org/10.1177/0095399711414122.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

Анотація:

This article presents an empirical study of the effect of middle manager quality on organizational performance. Using 6 years of data from more than 1,000 Texas school districts, the author finds that quality middle managers positively impact performance. In exploring the relationship between quality middle and upper managers, she finds that their interaction leads to improved organizational performance. This article makes two contributions to the public management literature. First, it introduces a measure of middle manager quality that allows researchers to explore the ways middle managers affect organizational performance. Second, the findings reveal that public management research has underestimated the impact of management.

10

Petri Stenvall, Jari, Inga Nyholm, and Pasi-Heikki Rannisto. "Polyphonous leadership and middle managers." International Journal of Leadership in Public Services 10, no. 3 (August 5, 2014): 172–84. http://dx.doi.org/10.1108/ijlps-08-2014-0015.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

Анотація:

Purpose – The middle manager's role in an organization is important. The purpose of this paper is to determine how middle managers understand their roles in managing changes from the perspective of polyphonous leadership. Polyphonous leadership can be described as something that inspires decisions by listening to multiple voices within the organization. Design/methodology/approach – The empirical data were collected from focus groups in the City of Tampere. Participants were middle managers (n=5) at an organization providing services for young narcotic/alcoholic families and pregnant mothers. The interviewees were selected due to their assumed ability to discuss management issues and their awareness concerning the factors affecting their workers’ capacities. The second focus group was organized for May 2010 (n=5) and the third later on in May 2010 (n=7). Findings – In the Finnish context, middle managers understand polyphonous leadership as a process with a beginning and an end. The authors call this process the dominant narrative of polyphonous leadership, because there is a strong consensus amongst middle managers regarding it. In the first step, middle managers have to work as leaders of interaction. Second, they work as utilizers of diversity. In the third step, they act as decision makers and interpreters of polyphony. The final step gives them a role as conciliators of operating plans and personnel operations. Originality/value – There is not much discussion in the extant literature of how middle managers try to act as linking persons in public services infrastructures. The model of the dominant narrative on polyphonous leadership is new in the literature.

11

McKenzie, Jane, and Sharon Varney. "Energizing middle managers’ practice in organizational learning." Learning Organization 25, no. 6 (September 10, 2018): 383–98. http://dx.doi.org/10.1108/tlo-06-2018-0106.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

Анотація:

Purpose This paper aims to consider middle managers’ influence on organizational learning by exploring how they cope with demands and tensions in their role and whether their practice affects available team energy. Design/methodology/approach In total, 43 managers from three large organizations involved in major change assessed their group’s energy using a tested and validated instrument, the OEQ12©. This generated six distinct categories of team energy, from highly productive to corrosive. Thirty-four of these managers, spread across the six categories, completed a Twenty Statements Test and a follow-up interview to explore their cognitive, affective and behavioural responses to coping with resource constraints and tensions in their role. Findings The research provides preliminary insights into what distinguishes a middle manager persona co-ordinating teams with highly productive energy from those managing groups with less available energy to engage with knowledge and learning. It considers why these distinctions may affect collective sensitivities in the organizational learning process. Research limitations/implications Informants were not equally distributed across the six team energy categories; therefore, some middle manager personas are more indicative than others. Practical implications This research suggests areas where middle manager development could potentially improve organizational learning. Originality/value This study offers early empirical evidence that middle managers’ orientation to their role is entangled with the process of energizing their teams in organizational learning during change.

12

Wong, Ho, and Guohua Huang. "Why Do Middle Managers Leave? Middle Managers’ Trust in Supervisors and Turnover Intention." Academy of Management Proceedings 2021, no. 1 (August 2021): 15274. http://dx.doi.org/10.5465/ambpp.2021.15274abstract.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

13

Ganz, Freda D., Nurit Wagner, and Orly Toren. "Nurse middle manager ethical dilemmas and moral distress." Nursing Ethics 22, no. 1 (January 29, 2014): 43–51. http://dx.doi.org/10.1177/0969733013515490.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

Анотація:

Background: Nurse managers are placed in a unique position within the healthcare system where they greatly impact upon the nursing work environment. Ethical dilemmas and moral distress have been reported for staff nurses but not for nurse middle managers. Objective: To describe ethical dilemmas and moral distress among nurse middle managers arising from situations of ethical conflict. Methods: The Ethical Dilemmas in Nursing–Middle Manager Questionnaire and a personal characteristics questionnaire were administered to a convenience sample of middle managers from four hospitals in Israel. Results: Middle managers report low to moderate levels of frequency and intensity of ethical dilemmas and moral distress. Highest scores were for administrative dilemmas. Conclusion: Middle managers experience lower levels of ethical dilemmas and moral distress than staff nurses, which are irrespective of their personal characteristics. Interventions should be developed, studied, and then incorporated into institutional frameworks in order to improve this situation.

14

Erenda, Ivan, Zlatka Meško Štok, and Maja Meško. "Top and Middle-Level Managers’ Value in Slovenian Enterprises." Indian Journal of Applied Research 4, no. 7 (October 1, 2011): 299–302. http://dx.doi.org/10.15373/2249555x/july2014/95.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

15

Ciutiene, Dr Ruta, Asta Savaneviciene, and Ausra Rutelione. "MIDDLE LEVEL MANAGERS STRESSORS STUDY." Review of Business Research 13, no. 1 (March 1, 2013): 57–62. http://dx.doi.org/10.18374/rbr-13-1.7.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

16

Thomas-Gregory, Annette. "Professional identities of middle managers." Educational Management Administration & Leadership 42, no. 5 (February 12, 2014): 620–39. http://dx.doi.org/10.1177/1741143213513186.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

17

Austin, Nick. "Middle managers need proper training." Five to Seven 2, no. 3 (July 2002): 8. http://dx.doi.org/10.12968/ftoe.2002.2.3.16646.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

18

Gabriele, Roberto, Elena Feltrinelli, and Sandro Trento. "Do Middle Managers Capabilities Matter?" Academy of Management Proceedings 2014, no. 1 (January 2014): 13399. http://dx.doi.org/10.5465/ambpp.2014.13399abstract.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

19

Peschanski, Valentin V. "Middle Managers in Contemporary Capitalism." Acta Sociologica 28, no. 3 (July 1985): 243–55. http://dx.doi.org/10.1177/000169938502800306.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

20

Sharma, Garima, and Darren Good. "The Work of Middle Managers." Journal of Applied Behavioral Science 49, no. 1 (January 17, 2013): 95–122. http://dx.doi.org/10.1177/0021886312471375.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

21

Boyett, Inger, and Graeme Currie. "Middle Managers Moulding International Strategy." Long Range Planning 37, no. 1 (February 2004): 51–66. http://dx.doi.org/10.1016/j.lrp.2003.11.009.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

22

Shyavitz, Linda, David Rosenbloom, and Lynn Conover. "Financial incentives for middle managers." Health Care Management Review 10, no. 3 (January 1985): 37–44. http://dx.doi.org/10.1097/00004010-198501030-00008.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

23

Carlström, Eric D. "Middle managers on the slide." Leadership in Health Services 25, no. 2 (April 27, 2012): 90–105. http://dx.doi.org/10.1108/17511871211221028.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

24

Baczyńska, Anna, and Tomasz Rowiński. "Personality, Analytical, and Emotional Intelligence Among Top and Middle Managers." Central European Management Journal 28, no. 2 (June 15, 2020): 2–15. http://dx.doi.org/10.7206/cemj.2658-0845.19.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

Анотація:

Purpose: To explore the differences between top and middle managers’ selection profiles. To that end, we assessed three important criteria: analytical intelligence, emotional intelligence, and personality. Methodology: The study compared two groups of managers (N=383): top managers (N=98) and middle managers (N=285). To measure the three factors, we used reliable, validated tools. Using discriminant analysis, we defined the strongest differentiating factors of the two groups. Results: Significant differences were obtained in the areas of the three factors, i.e. in general mental ability, some aspects of the personality dimension, and some facets of emotional intelligence. Discriminant analysis showed that facets of emotional intelligence most strongly differentiate the two groups. Implications: We describe and explain the typical profiles of top and middle managers with the three factors. Originality/value: These results are useful in the selection and development process of the organizatio

25

Kieran, Sarah, Juliet MacMahon, and Sarah MacCurtain. "Strategic change and sensemaking practice: enabling the role of the middle manager." Baltic Journal of Management 15, no. 4 (April 2, 2020): 493–514. http://dx.doi.org/10.1108/bjm-11-2018-0395.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

Анотація:

PurposeThe critical input of middle managers as they make sense of the organisation's plans is paramount during the process of strategic change. Through the lens of middle manager sensemaking literature, this explorative research identifies key organisational practices that underpin sensemaking. An understanding of these practices will allow organisations better develop and support them, thereby enabling middle managers' contribution to strategic change.Design/methodology/approachThis study employed an innovative diary methodology. 42 middle managers, across three organisations, completed a weekly, online diary for 12 weeks. A qualitative analysis of the final 355 diaries isolated and explained the sensemaking practices in which middle managers engaged as they sought to achieve the shared understanding required to progress strategic change.FindingsThis study identifies the key practice underpinning middle manager sensemaking as formal and frequent discourse opportunities between leaders and middle managers. Through leader participation beyond the initiation stages of strategic change, and the organisation's positive positioning of time and metrics, these discourse opportunities enable a form of sensemaking associated with a number of positive organisational outcomes. These include middle manager sensegiving across the organisation, the successful enactment of strategic change, positive perceptions of change outcomes and organisational climate among middle managers and middle manager well-being.Research limitations/implicationsThis study advances our theoretical understanding of the practice of sensemaking in organisations through the isolation and identification of its key practices. However, given the difficulty in obtaining access for such a lengthy and intrusive methodology, the study is confined to three organisations. Additionally, the focus on the practice of sensemaking did not fully explore any contextual factors within these organisations. Also, middle manager perceptions of successful organisational outcomes are not very reliable performance indicators. While the self-reporting of perceptions is a worthwhile means of gathering data, a measure and comparison of actual business performance indicators would significantly strengthen the findings.Practical implicationsFrom a practitioner perspective, this study not only underlines the importance for organisations of developing critical sensemaking practices for middle managers but also provides a clear pathway to achieving this. In approaching the intangible process of sensemaking from a practice perspective, it provides key stakeholders such as leaders, change agents and the HR department with a guide as to the types and forms of discourse practices which can be enabled. Maybe more importantly, it also highlights the practices which disable middle manager sensemaking. The study also provides organisations with insights into the positive outcomes stemming from middle manager sensemaking that should strengthen their case towards the development of sensemaking practices.Originality/valueThis paper responds to the call for new approaches to the study of sensemaking as an ongoing practice within organisations. The qualitative diary analysis provides rich insights into the specific organisational practices that can enable middle manager sensemaking, while also highlighting those practices that can disable their role during strategic change. These findings provide organisations with clear approaches for developing sensemaking as a practice, thereby engaging and supporting the multiple actors and levels required to deliver successful strategic change.

26

Cheng, Hong, Feifei Song, and Dandan Li. "How middle managers’ participation in decision-making influences firm innovation performance." Chinese Management Studies 11, no. 1 (April 3, 2017): 72–89. http://dx.doi.org/10.1108/cms-12-2016-0253.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

Анотація:

Purpose This paper aims to re-examine the effect of middle managers’ participation in decision-making (DM) on the innovation performance of Chinese manufacturing firms. It also testifies the intermediation channels regarding how middle managers’ participation influences firm innovation performance by testing the mediating effect. Design/methodology/approach This paper constructs a model that determines firm innovation and tests the hypotheses with econometric regressions using first-hand data from the China Employer–Employee Survey. Semiparametric and intersectional regressions are used to show how middle managers’ participation in DM influences Chinese firm innovation after controlling for the characteristics of middle manager personnel, entrepreneurs, frontline workers, firm, industry and country. Findings This paper empirically shows that middle managers’ participation in DM has a significantly positive effect on firm innovation. After testing the mediating effect, the findings show that the improvement of middle managers’ DM participation leads to a certain increase in technicians and a reduced dependence on government. In this regard, middle managers’ participation is complementary to the human capital of entrepreneurs. Originality/value This paper measures the degree of middle managers’ participation in DM according to four indicators. It focuses on the influence mechanisms of middle managers’ participation in DM on firm innovation performance, based on their ability to allocate external and internal resources. These findings will be useful for investigating management resource reallocation within firms for developing countries.

27

Bardon, Thibaut, Andrew D. Brown, and Stéphan Pezé. "Identity regulation, identity work and phronesis." Human Relations 70, no. 8 (January 6, 2017): 940–65. http://dx.doi.org/10.1177/0018726716680724.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

Анотація:

How do corporations attempt to regulate the ways middle managers draw on discourses centred on ‘effectiveness’ and ‘ethics’ in their identity work, and how do these individuals respond? We analyse the discursive struggle over what it meant to be a competent manager at Disneyland, where middle managers were encouraged to construe their selves in ways that emphasized ‘being effective’ over ‘being ethical’, and managers responded with identity work that positioned them as searching for the practical wisdom (phronesis) to make decisions that were both effective and moral. The theoretical contribution we make is twofold. First, we analyse processes of identity regulation and identity work at Disneyland, highlighting divergences between corporate injunctions and middle managers’ appropriations of them, regarding what it meant to be a practically wise manager. Second, we discuss a phronetic identity narrative template, contestable both by organizations and managers, in which people are positioned as questing for the practical wisdom to make decisions that are both moral and effective, and phronesis as an image by which scholars may analyse identities and identity work. This leads us to a more nuanced understanding of middle manager identities and the scope they have to constitute their selves as moral agents.

28

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 джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

Анотація:

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.

29

Spaten, Ole Michael, and Winnie Flensborg. "When middle managers are doing employee coaching." International Coaching Psychology Review 8, no. 2 (September 2013): 18–39. http://dx.doi.org/10.53841/bpsicpr.2013.8.2.18.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

Анотація:

Objectives:Until now, rather limited empirical research has been conducted as regards managers who coach their employees (Crabb, 2011). The aim of this research was to investigate the managers’ challenging and successful experience when coaching their employees and how these coaching sessions were assessed by their employees.Design:The overall study investigated 15 middle managers – from a major Danish nationwide company who were trained to coach by two coaching psychologists through theoretical presentations, individual coaching and peer coaching sessions with direct supervision (learning-by-doing: Spaten, 2011b) – when they were coaching their 75 employees through an online survey and semi-structured interviews.Methods:Four middle managers and employees were interviewed after the intervention. Thematic analysis was chosen and elicited three main themes: (1) coaching skills; (2) professional and personal development; and (3) the coaching relationship and power relation.Results:The study found that the manager as coach should be highly sensitive and empathetic in building the coaching relationship, should be aware of the power relation, and should draw clear boundaries between their role as leader and their role as coach. The middle managers’ coaching skills were assessed very positively by employees.

30

Adey, Ken, and Jeff Jones. "Development needs of middle managers: the views of senior managers." Journal of In-Service Education 24, no. 1 (March 1998): 131–44. http://dx.doi.org/10.1080/13674589800200034.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

31

Keen, Linda, and Sarah A. Vickerstaff. "'We're all Human Resource Managers Now': Local Government Middle Managers." Public Money and Management 17, no. 3 (July 1997): 41–46. http://dx.doi.org/10.1111/1467-9302.00081.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

32

Belasen, Alan, and Ariel R. Belasen. "Value in the middle: cultivating middle managers in healthcare organizations." Journal of Management Development 35, no. 9 (October 10, 2016): 1149–62. http://dx.doi.org/10.1108/jmd-12-2015-0173.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

Анотація:

Purpose Senior executives in healthcare organizations increasingly display preference for a closer handling of operational levels, bypassing middle managers, and de-emphasizing the need to cultivate the next cadre of leaders, creating the potential for leadership and performance gaps. The authors argue that middle managers are a vital resource for healthcare organizations and review the benefits for including them in leadership development and succession planning programs. The paper aims to discuss these issues. Design/methodology/approach Current theories and common practices in addition to data collected from government sources (e.g. BLS), business and industry surveys and reports (e.g. Moody’s, Witt/Kieffer, Deloitte, American Hospital Association) are used to classify the roles, skills, and strategic value of middle managers in healthcare organizations. Findings The combination of a greater executive span with less hierarchical depth creates a dual effect of devaluing middle management, and a decrease in middle managers’ autonomy. Healthcare middle managers who stay away or lay low further trigger perceptions of low expectations leading to low morale and high levels of stress. Others become hypereffective or develop exit strategies. Major problems are: rising turnover costs; and insufficient attention to succession planning, internal promotion, and leadership development. Practical implications The outcomes of this study are useful for management development, particularly at times of change. Practitioners and researchers can have a better understanding of the value of middle managers and their development needs as well as the factors and dynamics that can influence their motivation and affect retention. Originality/value Understanding and implementing the ideas developed in this paper by healthcare organizations and other companies can lead to a drastic change in the current perceptions of the importance of middle managers and should lead to long-term retention, well-being, and extrinsic benefits for both the company and its employees.

33

SELF GRESHAM, JO ANNA, and HAZEL N. BROWN. "How Satisfied Are Middle Nurse Managers?" Nursing Management (Springhouse) 28, no. 1 (January 1997): 41???44. http://dx.doi.org/10.1097/00006247-199701010-00012.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

34

Holden, Len, and Ian Roberts. "The depowerment of European middle managers." Journal of Managerial Psychology 19, no. 3 (April 2004): 269–87. http://dx.doi.org/10.1108/02683940410527757.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

35

Briggs, Ann R. J. "Academic middle managers in Further Education." Management in Education 15, no. 2 (April 2001): 12–14. http://dx.doi.org/10.1177/08920206010150020501.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

36

Kerry, Trevor. "Middle managers as followers and leaders." Management in Education 17, no. 3 (July 2003): 12–15. http://dx.doi.org/10.1177/08920206030170030301.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

37

Sudirman, Iman, Joko Siswanto, Joe Monang, and Atya Nur Aisha. "Competencies for effective public middle managers." Journal of Management Development 38, no. 5 (June 10, 2019): 421–39. http://dx.doi.org/10.1108/jmd-12-2018-0369.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

Анотація:

PurposeThe purpose of this paper is to investigate a set of competencies that characterizes effective public middle managers.Design/methodology/approachA total of 20 middle managers from several public agencies were interviewed in person using the behavioral event interview technique. In all, 80 stories were deductively coded based on the existing National Civil Service Agency’s managerial competency dictionary and inductively examined through a thematic analysis to discover new themes.FindingsThis study’s findings suggest that communication, organizing, information seeking, analytical thinking and planning competencies are common competencies, but essential for effective public middle managers. Conversely, achievement orientation, leadership, directiveness, persuasiveness and innovation are competencies that characterize effective public middle managers and distinguish them from average performers. In addition, some other new competencies inductively obtained using a thematic analysis are also important for effective public managers: adherence to laws and regulations, multi-stakeholder collaboration, and technical competencies (technology management, human resource management and financial management).Research limitations/implicationsThe research was undertaken using 20 samples divided into superior and average performers; thus, it is limited to developing competency levels to new competencies.Originality/valueThis study identifies the competencies necessary for effective middle managers within the public sector context. Conducting behavioral event interviews with two distinct groups provides empirically unique behavioral evidence of competencies that characterize effective public middle managers and enables to discover new competencies.

38

Keen, Linda, and Richard Scase. "Middle managers and the new managerialism." Local Government Studies 22, no. 4 (December 1996): 167–86. http://dx.doi.org/10.1080/03003939608433839.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

39

TAMARISK, NANCY K. "Personal Computer Databases for Middle Managers." Nursing Management (Springhouse) 21, no. 7 (July 1990): 49???53. http://dx.doi.org/10.1097/00006247-199007000-00024.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

40

Starratt, Joseph A., and Thomas A. Tollman. "Upward Evaluation of Library Middle Managers." Reference Services Review 14, no. 1 (January 1986): 87–90. http://dx.doi.org/10.1108/eb048931.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

41

Glasman, Naftaly S. "Empowering middle managers in public education." Empowerment in Organizations 3, no. 4 (December 1995): 20–25. http://dx.doi.org/10.1108/09684899510100334.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

42

Briggs, Ann R. J. "Middle managers in further education colleges." Journal of Educational Administration 42, no. 5 (October 2004): 586–600. http://dx.doi.org/10.1108/09578230410554089.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

43

Thakur, Manab. "Involving Middle Managers in Strategy Making." Long Range Planning 31, no. 5 (October 1998): 732–41. http://dx.doi.org/10.1016/s0024-6301(98)00078-8.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

44

Jackson, David, and John Humble. "Middle Managers: New Purpose, New Directions." Journal of Management Development 13, no. 3 (April 1994): 15–21. http://dx.doi.org/10.1108/02621719410051966.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

45

Raes, Anneloes M. L., Ursula Glunk, Mariëlle G. Heijltjes, and Robert A. Roe. "Top Management Team and Middle Managers." Small Group Research 38, no. 3 (June 2007): 360–86. http://dx.doi.org/10.1177/1046496407301969.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

46

Brownell, Judi. "Middle Managers: Facing the Communication Challenge." Cornell Hotel and Restaurant Administration Quarterly 31, no. 4 (February 1991): 52–59. http://dx.doi.org/10.1177/001088049103100417.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

47

Rong, Da. "Training and Development Strategies for Senior and Middle Level Managers with the Purpose of Learning Organizations." Journal of Finance Research 4, no. 1 (May 29, 2020): 108. http://dx.doi.org/10.26549/jfr.v4i1.3271.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

Анотація:

In the presence of dynamic organizational environment and a growing supply of ‘knowledgeable employees’ which require more professional managers to address their fast changing and increasing needs, senior and middle level managers are now required to keep up with the dynamic and learning environment more than ever. In order to train senior and middle level managers, the article has recommended four perspectives to encourage the development of learning manager. The first aspect for senior and middle level mangers is to integrate learning talents into their practices. The second point is to encourage managers to provide strong support for individuals and teams to develop a learning organization. The third point encourages learning managers and organizations to be composed into the culture of the organization. The last point advocates for more open and free dissemination of information and knowledge to be allowed within an organization.

48

Linnan, Laura, Bryan Weiner, Amanda Graham, and Karen Emmons. "Manager Beliefs regarding Worksite Health Promotion: Findings from the Working Healthy Project 2." American Journal of Health Promotion 21, no. 6 (July 2007): 521–28. http://dx.doi.org/10.4278/0890-1171-21.6.521.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

Анотація:

Purpose. To explore differences in manager beliefs about worksite health promotion programs (HPPs). Design. Cross-sectional written survey. Setting. Twenty-four manufacturing worksites, with 11,811 employees and 1719 eligible managers. Subjects. Sixty-six percent (1133/1719) of managers completed the survey; 1047 managers were categorized by level (169 senior, 567 middle, and 311 line supervisors). Analysis. Results are reported on overall manager beliefs (and by manager level) about importance, efficacy, barriers, and benefits of HPPs. Multilevel analysis modeled the influence of manager level, age, and experience with HPPs on beliefs about HPPs, while accounting for worksite-level effects. Results. Seventy-five percent of managers believed that offering HPPs is highly important. Eighty percent believed that HPPs improved employee health, 68% believed that they reduced health care costs, and 67% believed that they improved employee morale. Few significant differences by manager level were observed on the perceived importance of health promotion, employer responsibilities for health promotion and protection, and efficacy of health promotion strategies or perceived benefits. Senior managers (vs. line supervisors) were significantly less likely to believe that space or cost was a barrier to offering HPPs and were less likely than middle managers or line supervisors to believe that production conflicts were barriers to offering HPPs. Conclusion. Targeted interventions to address manager beliefs, including differences by age, experience, and manager level, are worth consideration when planning worksite HPPs.

49

Khorvash, Fariba, Akbar Afghari, and John Martyn Chamberlain. "Oral communication capabilities of managers: The case of Iranian middle managers." Cogent Social Sciences 2, no. 1 (June 7, 2016): 1191104. http://dx.doi.org/10.1080/23311886.2016.1191104.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

50

أ . م . د. نعيمة خلف زيدان, نادية عريبي فدعم. "Brain control among middle school principals." Modren Sport Journal 19, no. 1 (April 14, 2020): 0170. http://dx.doi.org/10.54702/msj.2020.19.1.0170.

Повний текст джерела

Стилі APA, Harvard, Vancouver, ISO та ін.

Анотація:

The objective of the research is to: - Prepare the scale (adaptation to the Iraqi environment) Brain control of (Connell, 2005) and to identify the type of brain control in the principals of junior high schools. The researchers used the descriptive approach. The research sample consisted of principals (principals and managers) in the first Rusafa / Baghdad governorate for the academic year 2018/2019 (20 managers and directors). The researchers prepared the Connell (2005) The majority of managers (principals and principals) in the middle schools had left-brain control, and the proportion of female managers with right and left brain control was more than Percentage of managers with the same Control. The researchers concluded that the number of managers with integrated brain control was higher than the number of female managers with integrated brain control

Статті в журналах з теми "Middle managers"

Оформте джерело за APA, MLA, Chicago, Harvard та іншими стилями