Showing papers on "Management styles published in 2000"

Out of the Crisis

Abstract: According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

Leadership in the North American Environmental Sector: Values, Leadership Styles, and Contexts of Environmental Leaders and their Organizations

Abstract: Interview and questionnaire data obtained from 73 leaders of nonprofit environmentalist and for-profit environmental product and service organizations showed that these leaders' personal values wer...

TQM as a management system consisting of values, techniques and tools

Abstract: The interest in total quality management (TQM) has increased rapidly in recent years. Some people see TQM as something necessary to reach competitiveness but others claim TQM to be merely a management fad. We believe that there are several reasons for the different opinions about TQM. One is that the gurus, who often are seen as fathers of TQM, do not like the concept. Another one is that there are several similar names for roughly the same idea. A third one, which, maybe, is the most severe, is that there are many vague descriptions and few definitions of what TQM really is. In this paper we will discuss some of the problems with TQM and describe and discuss our own view of TQM as a management system consisting of the three interdependent components: values, techniques and tools. We strongly believe that this definition will help to understand and implement TQM.

Out of the Crisis

Abstract: According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

Do Conflict Management Styles Affect Group Decision Making? Evidence From a Longitudinal Field Study

Abstract: This study examined the relationship between group conflict management styles and effectiveness of group decision making in 11 ongoing, naturally occurring workgroups from 2 large U.S. organizations. The major postulate of the study was that groups develop norms regarding how they will manage conflicts that carry over to affect other activities, such as decision making, even when these activities do not involve open conflict. To determine the impact of conflict management style on decision effectiveness, a longitudinal design was used that identified conflict management styles in the initial portion of each team's series of meetings and then analyzed a group decision taken in a meeting near the end of that series. Group conflict management styles were determined using observational methods, and decision effectiveness was measured using multiple indices that tapped member, facilitator, and external observer viewpoints. Task complexity also was considered as a possible moderating variable. The findings suggest that groups that developed integrative conflict management styles made more effective decisions than groups that utilized confrontation and avoidance styles. Groups that never developed a stable style were also less effective than groups with integrative styles.

Management and organizations in the Chinese context

Abstract: Introduction PART ONE: MANAGEMENT IN THE CHINESE CONTEXT Management and Organizations in the Chinese Context: An Overview Management and Organizations in China: Key Trends and Issues China's Transitional Economy A Cultural Analysis of Paternalistic Leadership in Chinese Organizations PART TWO: JOINT VENTURE MANAGEMENT AND NEGOTIATIONS IN CHINA Control and Performance in Sino-Foreign Equity Joint Ventures Operating Modes and Performance: U.S. High Technology Ventures in China International Business Negotiation in the Chinese Context PART THREE: CHINESE ORGANIZATIONAL BEHAVIOUR Guanxi in the Chinese Context Guanxi And the Dynamics of Overseas Chinese Entrepreneurial Behaviour in Southeast Asia Teamwork in China: Where Reality Challenges Theory and Practice Choice of Influence Tactics : Effects of the Target Person's Behavioural Patterns, Status and the Personality of the Influencer Productivity Cultures and Competition in the Global Marketplace: Cases from Hong Kong PART 4: MANAGERIAL PERSPECTIVES Overseas Chinese Management Style: Some Reflections Doing Business in China: Staying Ahead of Your Competitors Strategic Management: Critical Issues in the Hong Kong Business Environment

Managing multiple engineering projects in a manufacturing support environment

Abstract: Business trends require front-line managers to integrate multiproject concepts with those of traditional single-project management since very rarely can one find major organizations managing just one project. A typical situation entails a limited pool of resources which is applied to the management of several projects, with people moving back and forth among different assignments in different projects. Yet, few studies on project management have started to explore the issue of how to manage an organization with multiple inter- or intradepartmental projects. Using a case study method, our exploratory research investigates the specific problems associated with the management of multiple engineering projects in a manufacturing support environment, with the intent to identify common factors of success. Knowing the factors of success is but the first step toward improving multi-project management. Our findings provide insight into how the most important multiple-project success factors in this environment differ from factors of success in traditional single-project management, and are consistent with other emerging research in product development environments. The differences center on resource allocation and flexibility. Some factors, such as ownership, staff experience, and communication, take on additional dimensions when considered in a multiple-versus a single-project environment. Division and assignment of resources, prioritization, and customized management style, which have little relevance in relation to single projects, are shown to play a major role in the success of multiproject management.

The impact of a participatory organizational intervention on job stress in community health care institutions

Abstract: The aim of the present study was to investigate the effect of a short-term participatory intervention in health care institutions in Norway on workers' control, other job characteristics, job stress, subjective health and job satisfaction. Participants (including managers and supervisors) were randomly allocated to intervention groups and to a control group. Actions to solve problems based on the employees' own perceptions of the main problems were seen as the key motivators for organizational improvement and increased control at the task and office level in the work situation. The main stressors identified by the participants in this study were lack of information, communication and respect between professions, as well as the need for professional and personal development. The participatory intervention had a positive, but limited effect on work-related stress, job characteristics, learning climate and management style, and seemed to have started a beneficial change process. There were no negative short-...

Communication styles that promote perceptions of collaboration, quality, and nurse satisfaction.

Abstract: Interdisciplinary collaboration has been identified as an essential element of quality health care. Often, however, the degree of interdisciplinary collaboration in health care settings is limited. This failure to collaborate is usually not due to ill intent, but rather to a lack of collaboration skills. This article notes the need for very tangible, behaviorally specific ways to describe collaboration. Norton's Theory of Communicator Styles was used as a framework to identify the effect of three specific communication behaviors (styles)--namely, dominant, contentious, and attentive styles--on nurses' perceptions of collaboration, quality of care, or satisfaction with the interaction. Suggestions for teaching these three styles to health care professionals are provided.

The female secondary headteacher in England and Wales: leadership and management styles

Abstract: This paper reports on data relating to management and leadership derived from a survey of all the female headteachers in England and Wales The quantitative data presented here are complementary to previous research on gender in education which has tended to be qualitative The use of the Gray paradigms in the research instrument has allowed an empirical redefinition of the 'feminine' style of management, but the research confirms that the majority of the female heads use a collaborative and 'people-oriented' style of management In addition, the key values promoted by the headteachers are related to achievement and respect for allThe headteachers generally make themselves available to staff and spend a considerable proportion of their time in school outside their office They tend to encourage staff development, often through individual consultation, but only a minority make special provision for the development of female teachers Male resentment of female leadershipwas found to be relatively prevalent

Leadership and job satisfaction among aviation fire fighters in Australia

Abstract: Recently important changes have been made to fire service management practices in Australia; however, these changes have typically not been based on empirical research or followed up by systematic evaluation. While job satisfaction and leadership behaviour have been extensively investigated in other fields, studies of these variables in the fire service, particularly in Australia, are almost absent. This article examines links between job satisfaction and leadership behaviour in aviation fire fighters. Fifty‐six fire fighters responded to the Job Descriptive Index and the Leadership Behaviour Questionnaire XII. As hypothesised, employee job satisfaction correlated with supervisor leadership behaviour, with the exception of consideration leadership and co‐worker satisfaction. A new explanation, concerning level of team interaction, is proposed for the findings. Implications for the fire service and areas for further research are suggested.

The impact of organizational change on the work experiences and perceptions of public sector managers

Abstract: The paper is based on a five year, UMIST‐Institute of Management study into the changing nature of the quality of working life and seeks to uncover differences in the incidence and impact of organizational change on the perceptions and experiences of managers in the public sector, the private sector and the (former public) utilities. The research indicates that there are significant differences in the impact of organizational change on managers in the three sectors with public sector managers and managers from the utilities having been more adversely affected. An analysis of managers’ perceptions of their “organization as a place to work”, prevailing managerial styles in their organization and managers’ perceptions of the “changing nature of their job” also reveals wide differences between managers in the three different sectors.

What Makes Management Style Similar and Distinct Across Borders? Growth, Experience and Culture in Korean and Japanese Firms

Abstract: Using a survey database of Japanese and Korean firms, we compare the styles of two Asian business systems, with a Japanese rather than an American mirror. There are substantial differences in the two country styles. We introduce two sources of convergence, firm size as measured by sales, and globalization as measured by export ratio, and find that both of these factors reduce the difference, with globalization the more significant of the two.

Winning cultures for the new economy

Abstract: Classical management emphasizes efficiency, uniformity, control, predictability, and economies of scale. These principles, which are based on a mechanistic model, have been ingrained in the systems, organization structures, values, and assumptions of our culture. The emerging economy, on the other hand, rewards agility, innovation, and vitality. These attributes require a quantum culture that is based on an organic model. The structure and leadership of these two organizational styles are compared.

Reengineering of a supply chain management system: A case study

Abstract: A business process reengineering (BPR) project concerning a supply chain management (SCM) system of a heavy machinery manufacturing company has been discussed in this paper. The BPR implementation process model has been described. The principal objective of this project has been to bring about radical changes in the mind sets, management styles and systems of a very mature but large organization in India. The implementation process has been very successful because the model has been explored by an organizational development initiative. BPR is both feasible and worthwhile in business only when ideas and ideals are put willingly in practice; and is practised in a collaborative mode to get closer to the people, especially at the floor level, and to customers and suppliers.

Learning Style Preferences and Implications for Training Programs in the Hospitality and Tourism Industry

Abstract: The learning style of an individual plays a significant role in shaping and building important skill attributes and attitudes that profoundly influence a person's management style. Given the wide diversity in the nature and level of managerial tasks in the hospitality and tourism industry, it is important to understand how learning style of students and managers could be used to develop appropriate training programs for creative and innovative service delivery needed by the industry. In addition, while there is substantial evidence of strong managerial and entrepreneurial skills in the industry in Asia, there exists little or no knowledge on how these abilities were developed. The main objective was to investigate the learning styles of the hospitality and tourism students and managers in the Asian region and examine differences and similarities across countries, occupational levels and sectors of the hospitality and tourism industry. Different learning styles, which include Activist, Reflector, ...

The Art of Middle Management in Secondary Schools: A Guide to Effective Subject and Team Leadership

Abstract: What is middle management? Different management styles A look at effective school cultures Getting the best out of people Building your team Effective communication Meetings Administration and resource management Managing change and development Evaluating performance Stress management and time management.

Top management team impact on strategic assets accumulation capabilities

Abstract: The impact of the cognitive and demographic characteristics of top management teams (TMTs) on the strategic assets acquisition performance in organizations is evaluated. The evaluation measure is relative efficiency in converting generic inputs into valuable strategic assets using data envelopment analysis. Of the 12 TMT characteristics evaluated about three were statistically significant, and four were inconclusive. The study was performed on firms in the domestic airline industry.

A human-resource-based theory of the small firm

Abstract: In our study we have extended the human-resource-based theory of the firm to include small enterprises, by intorducing some stylised facts concerning small enterprises: the dominant position of the employer, the lack of 'classical' management styles and a low degree of specialisation within the production process. We argue that the employer is often the only stakeholder in the dominant coalition.

Management styles in the public sector

Abstract: New research on the role of habits and rules in working practices could have a significant impact on the way management understands the routines subordinate individuals use and how effective change may be brought about. Whilst generally applicable, the benefits of understanding such routines, and how and why they should be encouraged, is highly visible in the public sector where multiple goals are commonplace.

Changing the management mindset: management style and coping with world‐class competition

Abstract: Using the Chinese, family‐owned manufacturing firm as a primary example, Asian styles of management are examined in light of their ability to compete in a free‐trade environment. It is concluded that traditional, authoritarian, relationship‐based management concepts are not likely to fare well in fast‐changing global arenas. Nevertheless, a model for expanding into international markets is presented, with the realization that most Chinese‐managed firms would be advised to adopt regional rather than global strategies.

The Emergence of a New Regime: Business Management and Office Mechanisation in the Dutch Financial Sector in the 1920s

Abstract: During the 1920s the methods, procedures and technologies used in the Dutch office workers' sector to conduct administrative processes underwent sweeping changes. New management styles, office meth...

Negotiating Quality: Total Quality Management and the Complexities of Transforming Professional Organizations

Abstract: During the past two decades organizations in many industries have introduced management-style changes, such as employee involvement (EI) and total quality management (TQM). In the health care sector, one change has been the inclusion of TQM into the accreditation process. Using ethnographic and interview data, this case study examines the process of introducing TQM into a professional organization—a hospital—and shows how successful implementation of such new management styles in professional organizations requires complex negotiations of existing formal and informal power relationships. Some employees and middle managers embraced the TQM philosophy and techniques and successfully influenced the implementation and project-team design. In this case, administrators used TQM as rhetoric and justification for increased bureaucratic control, goals that are distinctly at odds with the ideological objectives of TQM.

Management Styles of REIT Funds

Abstract: Executive Summary. This study examines the ability of implied property type allocations to aid in the explanation for the performance of real estate investment trust (REIT) funds. Implied allocatio...

Communication and management styles in Australia: understanding the changing nature of its corporate affairs

Abstract: Looks at the distinctive Australian background and the features of the national communication culture that may impact on business life as well as those of the traditional executive culture. Brings out the specifics of the Australian management style from a foreign viewpoint, looking at what differences exist compared to New Zealand, the United States and Asian countries. Concludes that Australians need to develop understanding of the global market whilst retaining their easy regard in which they are held.

Supervisor Mentoring: Does a Female Manager Make a Difference?

Abstract: Research investigating the management styles of male and female supervisors is mixed. In an effort to clarify this research, the present study examined the interaction effect of gender of supervisor and gender of subordinate on perceived mentoring. Results revealed the least amount of mentoring occurred between female supervisors and female subordinates, but the greatest mentoring took place between female supervisors and male subordinates. Results were explained in terms of managerial experience and the double‐bind of female managers. These findings challenge the traditional advice that female subordinates should seek female supervisors.

Teoría del liderazgo situacional en la Administración local:validez del modelo

Abstract: Situational leadership theory in local administration: validity of the model. In this paper, in the framework of the Situational Leadership Theory —SLT— (Hersey & Blanchard, 1982), management styles and leadership ef fectiveness are analised in a sample of 105 subordinates and 18 managers of the Social Welfare Area in Local Administr ation. Results show no significant differences between managers and subordinates in their respective preferred management styles. Indeed, no significant differences were found between mana gers and subordinates in leadership effectiveness, as defined by SLT.

The Human Side of Enterprise

Abstract: "What are your assumptions (implicit as well as explicit) about the most effective way to manage people?" So began Douglas McGregor in this 1960 management classic. It was a seemingly simple question he asked, yet it led to a fundamental revolution in management. Today, with the rise of the global economy, the information revolution, and the growth of knowledge-driven work, McGregor's simple but provocative question continues to resonate-perhaps more powerfully than ever before. Heralded as one of the most important pieces of management literature ever written, a touchstone for scholars and a handbook for practitioners, The Human Side of Enterprise continues to receive the highest accolades nearly half a century after its initial publication. Influencing such major management gurus such as Peter Drucker and Warren Bennis, McGregor's revolutionary Theory Y-which contends that individuals are self-motivated and self-directed-and Theory X-in which employees must be commanded and controlled-has been widely taught in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades. In this special annotated edition of the worldwide management classic, Joel Cutcher-Gershenfeld, Senior Research Scientist in MIT's Sloan School of Management and Engineering Systems Division, shows us how today's leaders have successfully incorporated McGregor's methods into modern management styles and practices. The added quotes and commentary bring the content right into today's debates and business models. Now more than ever, the timeless wisdom of Douglas McGregor can light the path towards a management style that nurtures leadership capability, creates effective teams, ensures internal alignment, achieves high performance, and cultivates an authentic, value-driven workplace--lessons we all need to learn as we make our way in this brave new world of the 21st century.