Showing papers on "Management styles published in 2003"
TL;DR: Larger size and longer director of nursing tenure and experience also explained better resident outcomes, and the findings open the door to rethinking nursing home management practice.
Abstract: Despite widespread concern about poor quality of care in US nursing homes and numerous efforts to improve, serious problems persist (U.S. General Accounting Office, (1999). Interestingly, we have knowledge needed to improve, such as best practice guidelines, quality improvement, models such as Wellspring (Reinhard & Stone, 2001), and tougher regulations. However, none of these efforts has yet led to broad-based improvement (Wunderlich & Kohler, 2001). Problems in adapting any knowledge in a systemized way in a nursing home, point directly to the need for effective management practices (Wunderlich & Kohler, 2001). For example, Reinhard and Stone (2001), in evaluating the Wellspring model, identified existing authoritative management practices as “stumbling blocks” and found these difficult to overcome.
Indeed, there is a growing body of knowledge available to suggest that management practices can be employed to achieve better outcomes, but these practices are not based on top down, authoritative, management styles (Anderson & McDaniel, 1999). Rather, emerging theory and research (McDaniel & Driebe, 2001) suggests that management practices that change how people relate to one another, such as communication, participation in decision making, and relationship-oriented leadership, result in better outcomes. The purpose of this study was to explore the relationship between such management practices and resident outcomes in nursing homes while controlling for organizational context and manager characteristics.
459 citations
TL;DR: In this paper, the authors report the results of a study into leadership of new service development projects in consumer banking and highlight considerable similarity in the project "micro-climate" for successful projects.
Abstract: This paper reports the results of a study into leadership of new service development projects in consumer banking. A sample of UK businesses embracing both new entrants and mature incumbent players was studied. The results highlight considerable similarity in the project “micro‐climate” for successful projects. It is argued that a micro‐climate is created by appropriate leadership practices and styles. The paper highlights lessons in the organisation of innovation and the contributions of different types of leaders.
93 citations
TL;DR: In this article, the ways in which managers from the five Nordic nations describe their role are compared with descriptions provided by managers from 42 other nations, and the degree to which they relied on each of eight sources of guidance in handling a series of everyday work events.
84 citations
TL;DR: The development of primary care depends on high quality managers who are able to draw on a range of different management skills and styles and is most likely to be effective if they appreciate the merits and drawbacks of their different styles and are willing to work in partnership.
Abstract: Objectives To explore the potential tension between the need for managers to produce measurable change and the skills required to produce cultural change, and to investigate how managers of primary care trusts are attempting to deal with this tension.
Design Qualitative case studies using data derived from semistructured interviews and a review of published documents. An established cultural framework was to used to help interpret the findings.
Setting Six primary care trusts in England purposefully sampled to represent a range of cultural, structural, geographical, and demographic characteristics.
Participants 42 interviews with 39 different senior and middle primary care trust managers conducted over an 18 month period.
Results We found two distinct and polarised styles of management. One group of managers adopts a directive style and challenges the prevailing norms and values of clinicians, an approach characteristically seen in organisations with hierarchical cultures. This group is made up mostly of senior managers who are driven principally by the imperative to deliver a political agenda. Managers in the second group are more inclined to work with the prevailing cultures found in general practice, attempting to facilitate change from within rather than forcing change from outside. This management style is characteristically seen in organisations with a clan-type culture. The approach was manifest mostly by middle managers, who seem to act as buffers between the demands of senior managers and their own perception of the ability and willingness of health professionals to cope with change. The different management approaches can lead to tension and dysfunction between tiers of management.
Conclusions The development of primary care depends on high quality managers who are able to draw on a range of different management skills and styles. Managers are most likely to be effective if they appreciate the merits and drawbacks of their different styles and are willing to work in partnership.
78 citations
TL;DR: In this paper, the authors presented the findings of research on the application and adaptability of Japanese management practices in a different cultural context, Thailand, and found an interesting pattern of Japanese managers adapting more to Thai culture and as well as Thai subordinates adapting to the Japanese style of management and human resource system.
Abstract: This article presents the findings of research on the application and adaptability of Japanese management practices in a different cultural context, Thailand. The national characteristics of Japan and Thailand based on Hofstede's conceptual framework, Japanese human resource management approaches and the specific Japanese business practices and social concepts were analyzed. Possible conflicts between the Japanese management and Thai staff based on the different perceptions of the Japanese management style were assessed. Data were collected from ten Japanese manufacturers using a sample of 100 employees (50 Japanese managers and 50 Thai subordinates from the same group of companies). The results shows an interesting pattern of Japanese managers adapting more to Thai culture and as well as Thai subordinates adapting to the Japanese style of management and human resource system.
76 citations
TL;DR: In this paper, the authors examined the incidence of high-involvement practices and investigated what variables are associated with the adoption of these practices, with the aim of motivating future research more thoroughly.
Abstract: Using data on 250 Spanish firms, we examine the incidence of high-involvement practices and investigate what variables are associated with the adoption of these practices. Particularly, we analyse the influence of size, age, competitive advantage, activity sector, the existence of a recent crisis, culture, leadership style and the competitiveness of the environment on the adoption of high-involvement work practices. With all this, we try to offer an exploratory view of nature of the contexts that condition the adoption of such practices, with the aim of motivating future research more thoroughly.
74 citations
TL;DR: The authors found that European women are often more effective than men as managers in Asia because they frequently utilise intuitive and empathetic skills that are highly valued in that region, and that women handle emotions and relationships differently than men.
Abstract: A pervasive myth is that European women are not capable of assuming managerial positions in Asia, because of the ongoing exclusion of women from these positions in Asian countries. In reality, European women are often more effective than men as managers in Asia because they frequently utilise intuitive and empathetic skills that are highly valued in that region. Research shows that women handle emotions and relationships differently than men. Women’s empathy and insight is receiving boardroom attention as companies realize that in an ever‐globalising world these skills are indispensable. Multinationals are incorporating elements of interpersonal and intercultural expertise into their workforce, but may be overlooking a key resource. Female managers have reported the biggest barriers coming from within the corporation, rather than from situations actually encountered during foreign assignments. This case study compares management styles and career strategies utilised by women internationally, and analyses the lessons to be learned from their relative failure or achievements.
70 citations
TL;DR: How traditional higher education can benefit from the explosion of opportunities born of technological innovation and development by adopting changes in operational models: both administrative and pedagogical is presented.
Abstract: Terms such as "digital divide," normally understood to mean the gap in access between technologically disenfranchised populations and the information elite, take on a different resonance when the focus of university faculty, administrators, and an increasing number of potential students is on how education is to be conducted. This paper discusses the pedagogical, technological, and business trends that together affect the direction of innovation in virtual education. A discussion is presented on how traditional higher education (campus-based, lecture-bound, and faculty-driven) can benefit from the explosion of opportunities born of technological innovation and development by adopting changes in operational models: both administrative and pedagogical. Also addressed are the scope of services that comprise the engagement of information technology in academic environments necessary to fulfill evolving charters and missions that respond to current trends and future demands of educational innovations in the digital age where education and business - in their operational models and management styles - are moving toward complementary, even comparable strategies.
60 citations
TL;DR: In this paper, the authors test the assumption of the face-negotiation theory (Ting-Toomey, 1988) that face concerns are predictive of conflict management styles.
Abstract: The purpose of the current study was to test the assumption of the face‐negotiation theory (Ting‐Toomey, 1988) that face concerns are predictive of conflict management styles. Managers and employees (N = 184) completed a self‐report questionnaire that asked them to describe their reactions to typical conflicts with either a peer or a person of different status. Self‐face concern was associated positively with dominating and emotionally expressive styles, other‐face concern was associated positively with integrating, obliging, and compromising styles, and mutual‐face concern was associated positively with integrating, obliging, and compromising styles. Additionally, inclusion of face concerns provided a better prediction than other relevant variables alone for six of the eight conflict styles considered.
59 citations
TL;DR: This article explored the effects of ADHD on family life and described four family management styles exhibited in 15 families with children and adolescents with ADHD: the chaotic family, ADHD-controlled family, the surviving family, and the reinvested family.
Abstract: Although studies have demonstrated that family dysfunction is common in families with attention deficit hyperactivity disorder (ADHD) children and that family members often suffer serious psychological effects, knowledge is lacking as to how to intervene to help these families manage the negative sequelae common to this disorder. This grounded theory study explored the effects of ADHD on family life and describes four family management styles exhibited in 15 families with children and adolescents with ADHD: the chaotic family, ADHD-controlled family, the surviving family, and the reinvested family. Descriptions and clinical recommendations are provided that addresses each family management type. By describing an initial typology of family management styles in this population, specific health-related issues and family assessment and intervention strategies can be more specifically directed.
56 citations
Journal Article•
TL;DR: In this paper, the authors highlighted the differences between the American and Arabian cultures and examined how the American management philosophy and styles are adapted to suit the cultural context of the United Arab Emirates (UAE).
Abstract: Recent years have witnessed globalisation of business with astonishing speed. The US multinational corporations, in particular, have ventured rapidly to enter markets all over the world. This kind of trend poses great challenges for managers as they have to interact with different cultures. The management styles that prove effective in the western world may not produce the desired results in other cultures. This paper highlights the differences between the American and Arabian cultures and examines how the American management philosophy and styles are adapted to suit the cultural context of the United Arab Emirates 1. Introduction A formidable body of research has been built up in recent years focusing on the dynamics of globalization of business ( McLuhan and Powers 1983; Ritzer 1993; Ger, Belk and Lascu 1993; Sklair 1993, among others).Interestingly, the natural benchmark for thinking about globalization of business is to consider how Corporate America has shaped the world in which markets for goods, services, and factors of production are getting integrated. There is compelling evidence to suggest that US multinational corporations ( MNCs ) operating in areas such as transportation, mass media, tourism, publishing, sports, consumer durables and non-durables, and information technology, among others, have been contributing immensely to make the world a "global village" (McLuhan and Powers, 1989). With Ronald McDonald leading the way by proliferating restaurants with astonishing speed in various parts of the world, US MNCs are now breaking down all sorts of barriers far and wide. In view of the proliferation of Corporate America in various parts of the world, Ronald McDonald, Mickey Mouse, Colonel Sanders, Big Bird, and the Michelin Man, among others, have come to be popularly perceived as world ambassadors of Corporate America (Kottak, 1981). In fact, stylised American shopping malls, retail outlets, hotels, educational institutions, banks, Internet cafes, and cultural organisations have come to exist all over the world (Home, 1992) . A greater number of Americans are now managing overseas operations . These expatriates obviously bring with them the American cultural styles to manage the foreign operations. However, these styles need to be used with flexibility and adaptation. Otherwise, they may not prove effective in different cultural contexts ( Harrison, 1994). While the interaction of US management styles with different cultural contexts has been given serious consideration in contemporary literature (Thanopoulos and Leonard, 1996)., the use of these styles in the context of an Arabian culture has not been subjected to a rigorous analysis. This neglect may be attributed mainly to the non-availability of empirical evidence. Therefore, an attempt is made in this study modestly to fill the gap in existing literature with the help of some empirical evidence from United Arab Emirates (UAE). The study addresses the following questions. 1. Is there a link between national culture and corporate culture? 2. What are the main differences between the Arabian and American cultures and management styles? 3. To what extent are the American management styles adapted to suit the cultural context in the UAE? 4. How do the Arabian and the US management styles affect employees in terms of job satisfaction? The paper progresses logically as follows. Section 2 examines the link between national culture and corporate culture. Section 3 explains the Arabian and American cultures and management styles. The penultimate section reports the findings of the survey. The final section discusses the implications of this study for decision making. 2. National Culture and its Relationship to Corporate Culture Since this study is concerned with the interaction of cultures, it is important to understand the linkages between national culture and corporate culture. Figure 1 shows the influence of US national culture on organisational culture and management styles. …
TL;DR: The authors examined the impact of cultural differences between Australian and British management styles on interpersonal relations when the perceived cultural distance between two countries is small and actual distance much greater, and their implications for international management are also considered.
TL;DR: The authors argue that management fads, so-called, should be subject to a form of critical analysis, which goes beyond debunking and suggests that contemporary developments in management knowledge are, in fact, worthy of a sustained, critical analysis because they have the capacity to shape our understanding of ourselves and our circumstances, and so offer workers and managers new ways to be at work.
Abstract: This paper offers a critical analysis of recent developments in management knowledge. Observing that detractors have sought to “brand” developments in management knowledge as faddish and insubstantial distortions of the nature of management and the realities of organization, the paper offers a distinctive analysis, which exploits ambiguities in the term “branding” to argue that management fads, so‐called, should be subject to a form of critical analysis, which goes beyond debunking. Dismissing the notion that recent developments in management are faddish and insubstantial, the paper suggests that contemporary developments in management knowledge are, in fact, worthy of a sustained, critical analysis because they have the capacity to shape our understanding of ourselves and our circumstances, and so offer workers and managers new ways to be at work. Focusing attention on the consumption of management knowledge, the paper suggests that we should alter our understanding of the “branding” of management knowledge to acknowledge the similarities between recent developments in management knowledge and “branded” goods such as those produced by Nike.
TL;DR: In this article, the redesign of a parts distribution centre is discussed to illustrate how two organization concepts and insights from other sources were drawn on and combined to formulate a new organization design, and four different reasons for such combinations are derived, namely conceptual clarification, conceptual additions, technical instrumentalization and legitimation.
Abstract: An organization concept is “a more or less coherent, prescriptive vision on (aspects of) organization design”. Practitioners are often faced with the problem of how to use insights from organization concepts. The redesign of a parts distribution centre is discussed to illustrate how two organization concepts and insights from other sources were drawn on and combined to formulate a new organization design. We derive four different reasons for such combinations, namely conceptual clarification, conceptual additions, technical instrumentalization and legitimation.
TL;DR: In this article, the authors introduce a graph-theoretic method for assessing linkages between components of a system and apply it to characterize the agricultural innovation system of Azerbaijan, which promises wide applications among policy makers who are interested in assessing alternative innovation policies and/or programs by identifying effective pathways of interactions between the components.
01 Sep 2003
TL;DR: This paper found evidence that cultural and contextual factors shape different attitudes between logistics managers and academics in the UK/Europe and the US/North America regarding management across logistical functions and environments regarding globalisation generally and globalisation in logistics.
Abstract: Much has been written about globalisation generally and globalisation in logistics. However, the literature has focused on managing logistics in different environments according to western management techniques, examined differences between developed and less-developed nations, or explored relationships between companies and countries. There has been little discussion of different logistics management styles across global contexts. Manufacturing and quality researchers have considered these issues in benchmarking and quality improvement contexts and have investigated different attitudes towards quality initiatives. Marketers have also considered different cultural contexts that have been primarily related to consumer behaviour and intentions. Yet there is some evidence that cultural and contextual factors shape different attitudes between logistics managers and academics in the UK/Europe and the US/North America regarding management across logistical functions and environments. This evidence, stemming fro...
Journal Article•
TL;DR: The most important factors and the strategies for interventions are the following: * Poor physical conditions and large shortcomings in the provision of resources, facilities and equipment in schools; * Poor management and administration skills; and * The lack of legitimacy of the education system led to a crisis in schools.
Abstract: Introduction Reform initiatives in education in South Africa follow similar trends to the rest of the world. These reform initiatives rest on the assumption that participation of educators, learners and parents can enhance the achievement of the desired transformation in education (Mosoge & Van der Westhuizen, 1998). They include the devolution of authority and responsibility from the central office to the school, the so-called school-based management of schools (Department of Education, 1996; Mosoge & Van der Westhuizen, 1998). Although the vision for a transformed education system in South Africa has been set out in policy frameworks and new legislation, the system is still influenced by the ethos, systems and procedures inherited from the apartheid past. The Report of the National Task Team on Education Management Development in South Africa identifies the following four apartheid legacies in education (Department of Education, 1996): * The education legacy: The complete fragmentation of the education system created by the apartheid era is one of the most visible legacies. During apartheid 19 education departments catered for the different ethnic and racial groups (Harber, 2000). Schools were thus structured in a racial hierarchy. White schools were the key beneficiaries and black schools, the most disadvantaged. * The education management legacy: The lack of legitimacy of the education system led to a crisis in schools. In the majority of schools this was accompanied by poor management and a collapse of teaching and learning. * The public administration legacy: Public administration was characterised by a hierarchical structure infused with authoritarian management styles. The new departments of educations inherited these structures and management styles. * The gender legacy: The broader discriminatory tendencies in society as a whole influenced past practices. Women in general were under represented in senior management positions due to the perception that women were not fit to hold top positions. The restoration of the culture of teaching and learning after the breakdown during the apartheid era, is currently one of the most important endeavours aimed at improving the quality of education in South African schools (Garson, 2000). This article focusses on certain leadership and management initiatives to address the poor quality of education in the majority of South African schools. Restoring a culture of teaching and learning The concept "culture of learning and teaching" is widely used in the education context of South Africa. It refers to the attitude of educators and learners towards learning and teaching as well as their spirit of dedication and commitment to the schools (Lethoko, 1999) Certain factors have contributed to the lack of a culture of learning and teaching in schools. The most important factors and the strategies for interventions are the following: * Poor physical conditions and large shortcomings in the provision of resources, facilities and equipment in schools. Enormous disparities existed during apartheid and still exist among schools in terms of school buildings and resource provision. These include electricity, water, decent ablution blocks, telephones, security fences, photocopiers, text books, well-stocked libraries, furniture and classroom space (Harber, 2000; Chisholm & Vally, 1996). According to Chisholm and Vally (1996) the Department of Education has the obligation to provide the necessary infrastructure and resources required in schools. Initiatives such as Tirisano have been implemented to provide resources and facilities. In addition, the funding model contained the South African Schools Act requires school communities to contribute to school resources. * Poor management and administration skills. The breakdown of management and leadership within schools is an important part of their dysfunction (Christie, 1998). …
TL;DR: In this paper, the authors identify whether top managers in banks' parent companies are highly involved in the design of strategy and examine how management styles influence (or reflect influences) on diversification decisions within bank markets.
Abstract: This article identifies whether top managers in banks’ parent companies are highly involved in the design of strategy and examines how management styles influence (or reflect influences) on diversification decisions within bank markets. Alongside this assessment, the research ranks the main concerns to design strategy in banking within an international setting (including the role of information and telecommunication technologies in the design and implementation of banks’ diversification strategies). Results emerging from triangulating responses suggested that, on balance, top managers in bank markets are predisposed to integrate around purely strategic rather than purely financial targets or a combination of strategic and financial performance. Management of diversity does not seem to be time invariant. with results suggesting that information technology management played a secondary role in the design of bank strategy but, at the same time, information technology applications were perceived as an important force to modify competition in bank markets.
TL;DR: In this article, the effect of supplier management behavior on retailers' market orientation and overall business performance is examined in the context of automotive supplier-dealer relationship, and the results support that the participative and supportive management styles have a positive effect on market orientation.
Abstract: In a supplier‐dominated channel system, how a supplier manages the channel has profound influence on its retailers’ overall operations. The effect of supplier channel management behavior on retailers’ market orientation and overall business performance is examined in the context of automotive supplier‐dealer relationship. Investigating the effect of channel management behavior along three dimensions, directive, participative, and supportive, the results support that the participative and supportive management styles have a positive effect on market orientation. Further analysis shows that both supplier management leadership and market orientation are linked to various perceptual, productivity, volume, and profit performance measures. The results offer important managerial implications and future research directions.
TL;DR: In this article, the authors examined new developments in trust-based working time systems (i.e., systems whereby managers formally devolve their responsibilities for monitoring working time) in Germany and concluded that such systems are most likely to be successful in larger organisations and that effective employee representation is a key requirement.
Abstract: New developments in trust‐based working time systems (i.e. systems whereby managers formally devolve their responsibilities for monitoring working time) in Germany are examined. A picture of these systems is presented and the main debates reviewed. It is argued that the successful introduction of such systems is contingent on a number of inter‐related factors. These are: company size and management style, external and internal pressures and effective employee representation. It is concluded that such systems are most likely to be successful in larger organisations and that effective employee representation is a key requirement. Current circumstances are not necessarily conducive to the rapid spread of trust‐based working time systems.
TL;DR: This article explored management differences of French and British managers, hypothesising that management styles and beliefs are strongly influenced by managers' educational backgrounds and concluded that the ultimate success of international expansion is largely driven by the effectiveness of a company's human resource management strategy.
Abstract: Organisations are increasingly expanding beyond their national borders due to a variety of factors that have created international expansion opportunities. The hospitality industry, in particular, has seized the opportunity to extend its reach internationally. When internationalisation occurs, organisations are confronted with the challenge of managing a culturally diverse workforce. This challenge is especially acute for industries that are as labour intensive as is the hospitality industry. Indeed, the ultimate success of international expansion is largely driven by the effectiveness of a company's human resource management strategy. This paper explores management differences of French and British managers, hypothesising that management styles and beliefs are strongly influenced by managers' educational backgrounds.
TL;DR: To explore gender-based differences in management style, semi-structured interviews were conducted with managers in the libraries of thirteen publicly-assisted universities in Michigan, revealing statistically significant differences by sex in the scale responses on several management traits.
Abstract: To explore gender-based differences in management
style, semi-structured interviews were conducted with twenty-eight
managers in the libraries of thirteen publicly-assisted universities
in Michigan. The research design incorporated both quantitative and
qualitative methodologies. Results revealed statistically significant
differences by sex in the scale responses on several management
traits, as well as differences in responses to open-ended interview
questions. Possible connections between these gender-related differences
in management style and the disproportionate representation of women in
the highest administrative positions in libraries are discussed.
01 Jun 2003
TL;DR: In this paper, the authors compare and differentiate the leadership styles of men and women managers and test the accuracy of sex-roles stereotyping, in public and private commercial banking sector.
Abstract: The main purpose of this study is to compare and differentiate the leadership styles of men and women managers and to test the accuracy of sex-roles stereotyping, In this study, the leadership styles of women and men branch managers in public and private commercial banking sector have been identified and compared by using a questionnaire. In addition, the tendency of displaying the effective leadership styles of women and men banking sector managers has been analysed. The effect of some factors which are thought to have some impacts on leadership styles have also been investigated. The study concluded, among others that there is not a significant difference between managerial styles of men and women managers.
Book•
30 Jun 2003
TL;DR: Goleman et al. as mentioned in this paper discuss the importance of personal skills, characteristics and motives that underlie a person's effectiveness, and the specific job requirements: those critical tasks and activities that must be performed.
Abstract: Foreword - by Daniel Goleman Introductory Chapter: The Boss - Everyone who works spends a part of their day talking about their boss. This ranges from the positive "She wants me to head that major project!" to the quizzical "He spent ages on the phone again" to the negative "You won't believe what he did this time!" Such snippets of every-day life appear to be the stuff of gossip the froth that floats on corporate life, but it now transpires that they tell us a great deal about the ability of teams and organisations to succeed. Section One: How to assess how effective you are Chapter 1: The different management stylesDifferent ingredients go into making the complete leader. Firstly there are the personal skills, characteristics and motives that underlie a person's effectiveness. Secondly there are the specific job requirements: those critical tasks and activities that must be performed. Thirdly, there is managerial style. This is the area that Hay research shows has most impact on organisational climate. It is one that, contrary to legend, can be improved, sometimes dramatically, provided the individual is willing to undertake the self-analysis and development necessary. This book will focus on this area, and break this grand-sounding personal task down into manageable tasks. For ease of reference we have categorised managerial styles are:* Authoritative * Affiliative * Coercive * Pace-setting * Coaching * DemocraticChapter 2: How to build your own personal scorecard To build a map of your management style, you complete a questionnaire asking such questions as: "I feel that close supervision is not necessary in a situation where employees have participated in discussions of job-related issues". These result in a relative score on each of the six styles, set out on a chart. Then you ask your employees to rate you with the same questionnaire. Their scores are also plotted, giving you a map of the differences in perception.Chapter 3: Absorbing the lessons There can be surprises from the score that results. Not only may there be differences between the result of your team's chart and your own but your own map may highlight styles that you were not aware of. We describe in this chapter how your dominant style may be just right, depending on your colleagues and the nature of the job. The best leaders, however, are strong in all areas and can switch between different styles. We recognise that there is more to leadership than six neatly defined styles. In this chapter we discuss also the importance of one's personal qualities, and those of the particular skills for your industry. This encourages a rounded, three-dimensional view of oneself. Section Two: The quantum leap Chapter 1: Developing self-awareness 'To know ourselves is the most difficult of enterprises because it involves not reason alone, but our fears and our passions too. If we are capable of truly knowing then we will be able to understand others and the reality that surrounds us,' Alexander the Great The personal scorecard you developed, as described in Section 1, gives valuable information on your strengths, and your awareness of them compared with the perception of your team. This section directs you to the training and coaching needed to improve in key areas.Chapter 2: The development required Once you have built your scorecard, you will need to begin thinking about what training will help you to develop and grow in the required areas. This might focus on specific functional areas, such as finance, strategy or marketing or focus on understanding conceptual issues around organisations, culture and structure. Some of the training might also require you to become a non-executive director, trustee or chair of a charity, or a school governor. It also might include joining a professional network. It might also include you playing an active role in professional bodies like the CBI.Chapter 3: The coaching required It is important to review why you want coaching and how it will help you in your personal development. This also includes a questionnaire to help you in your own view of your "readiness for coaching" and how to be active in the coaching process. It will also help you with the selection criteria for choosing a coach, and how to know if it will work for you. Section Three: Leading the performance of your people Chapter 1: Putting it all together The personal scorecard described in Section 1, and the improvements made as set out in Section 2, provide the building blocks for a rounded way of improving your team. You are now ready to establish a process for setting objectives and measuring the performance of your team and of yourself on a continuing basis. This can be set out on a simple grid: Your leadership performance Your team performance Assess x x Improve x x Manage x x Chapter 2: A follow-up assessment After six months, you simply repeat the questionnaires that formed the original scorecard, and ask your team to do the same. This provides a graphic illustration of how effective your coaching and training has been.Chapter 3: Further work for yourself and your team This sets out the disciplines that leaders and teams who seek the highest performance establish. It shows how, once established, the good habits have high rewards and develop a momentum of their own. Chapter 4: Can I change? Do I want to? There can still be problems. For some managers, it is conceptually difficult to accept that changing behaviour can have such dramatic effects. Once they accept this intellectually, there can remain doubts about one's willingness to adapt. We can believe, falsely, that we 'cannot change' if we are from a particular profession, or we are over 40, or if we are married, or some other reason. This chapter explores the fears and doubts that inhibit us and encourages a belief in relentless improvement. But What If ...? Everyone's situation is unique, and many organisations feature dysfunctions such as difficult office politics. Common dilemmas include demanding schedules, autocratic bosses, and staff who refuse to meet deadlines. This section will illustrate how development on your management style will help with these problems too and that time can always be found to do it (it will quickly start to save you time). To illustrate this, we include the following real-life case studies, each of which incorporates at least one "nightmare" problem that the executive was faced with. Case studies Conclusion Three-dimensional leadership is about realising business success through people. It is about releasing the hidden potential in oneself to inspire and empower that in others. Good management is learnable, measurable and based upon evidence. Miracles come through a thousand small steps.
TL;DR: In this paper, the authors provide a provocative commentary on the quality of current management perspectives and practice in the area of corporate university management and comments on some of the popular misconceptions of what the corporate university is all about.
Abstract: Captures the researches, experience and current thoughts of two leading professional corporate university and corporate academy solutions designers and developers. Provides a provocative commentary on the quality of current management perspectives and practice in the area of corporate university management and comments on some of the popular misconceptions of what the corporate university is all about. Moves forward, from a critique perspective, with comments on a proactive modality for configuring intellectual properties and implementing intervention programmes. This process involves the development of dynamic scenarios around “thinking schools” properties and their manifestation through management processes defined as the BLU way. Emphasises the vital strategic management role being undertaken by the new generation of corporate university managers and the nature of the skills and competencies necessary in renewing and sustaining intelligence based enterprise cultures in organisations.
TL;DR: The authors identify culturally distinct features that characterise management discourse in 20 meetings in two Australian banks, as compared with Hong Kong Chinese discourse in similar contexts, and they also indicate a configuration of Australian management styles rather different from that expostulated in the existing literature.
Abstract: This paper seeks to identify culturally distinct features that characterise management discourse in 20 meetings in two Australian banks, as compared with Hong Kong Chinese discourse in similar contexts. Australian managers were found to display a discourse pattern of leadership styles markedly different from the Hong Kong Chinese. For instance, the Australians exhibit a distinctive consultative mode. Instead of using genuine bipolar and multiple choice questions like the Hong Kong Chinese, the Australian managers often ask leading and loaded questions to enlist support from the subordinates. Unlike the Hong Kong Chinese managers who invite subordinates' participation in problem solving, the Australian managers tend to engage in perfunctory consensus-checking before making final decisions. While such features are attributable to cultural and organisational differences, they also indicate a configuration of Australian management styles rather different from that expostulated in the existing literature.
TL;DR: The human element is one of the most important but frequently overlooked aspects of managing IT projects as mentioned in this paper, and the theme that always prevails is that no matter what type of style or combination of styles you choose, set reasonable expectations and strive to keep team members involved.
Abstract: The human element is one of the most important but frequently overlooked aspects of managing IT projects. IT managers too frequently view themselves as only technical managers, forgetting that human nature enters into technical situations. Various issues in leadership theory apply to managing IT professionals. I discuss various types of management styles, but the theme that always prevails is that no matter what type of style or combination of styles you choose, set reasonable expectations and strive to keep team members involved.
Journal Article•
TL;DR: In this paper, the authors argue that employees have and exercise more discretion about their commitment than managerial discourses might care to admit, particularly when wider discourses encourage the individual to be entrepreneurial about their conduct and when market conditions cannot guarantee that employee trust and commitment can be reciprocated.
Abstract: Trends in organisation and in organisational activity, which have resulted in increasing dependence on the discretionary efforts, initiatives and judgements of employees, have left management with the problem of how to ensure that such discretion is exercised appropriately in the service of the organisation. The Human Resource Management approach, relying as it does on strategic integration and underpinned by a value-driven approach seemed to be an ideal mechanism, particularly when designed as encouragement to commitment via social identification and a shared sense of meaning. If culture is the enacted manifestation of organisational identity, management aspiration is that the 'good' employee is one who will learn the cultural reality and enact it appropriately. Expectations of 'good' employees are that they will exhibit not only the appropriate competence, but will also possess the necessary commitment, via identification and emotional engagement, so that they can be trusted to regulate themselves, take decisions that are in the best interests of the organisation and even go that extra mile for the company and the customer. This paper gives attention to such expectations and explores their implications. INTRODUCTION Aspirations towards the notion of the 'good' employee assume an uncomplicated relationship between organisational aspiration and individual response, provided, of course, that the appropriate strategies, policies and practices are in place and activated. The feelings and behaviours elicited and enacted are expected to arise from the individual feeling a part of the organisation. The social constructivist perspective used in this paper allows not only for some critical arguments surrounding changes in the exercise of managerial power but also permits speculation that might serve to shed further light on the possible organisational and individual consequences of the pursuit of a trajectory which views deviance as a threat to the social (i.e. managerial) definitions of reality and ascribes bad action to an inherent fault in the individual's internal functioning. The arguments here suggest that employees have and exercise more discretion about their commitment than managerial discourses might care to admit, particularly when wider discourses encourage the individual to be entrepreneurial about their conduct and when market conditions cannot guarantee that employee trust and commitment can be reciprocated. Under such conditions, image work and impression management tactics are to be expected with their consequent effect on relationships and performance, and complete success in the management of commitment in line with organisational expectations more likely to remain an aspiration than a reality. With more discretionary effort needed from employees (Jacques, 1996), trends in organisation and in organisational activity have focussed managerial attention away from merely utilising labour power and towards capitalising on the whole person (Flecker and Hofbauer, 1998). As a result of changing skill and attitudinal requirements (Warhurst and Thompson, 1998) and greater reliance on workers' initiative, discretion, responsibility and judgement, there has been a shift in interest from managing 'abilities for achievement' to managing 'willingness to achievement' (Flecker and Hofbauer, 1998) manifested through motivation, engagement and identification with the company. Commitment, as opposed to mere instrumental compliance, has come to be viewed as essential to competitive advantage (Ulrich, 1998, Walton, 1985). Commitment figures prominently in the Human Resource Management literature (Beer et. al, 1984, Walton 1985, Sissons, 1993, Storey, 1995 Legge, 1995, Guest, 1998), HRM policies designed to promote mutuality were expected to give rise to commitment (Walton, 1985). Policies included employee participation and involvement (Sissons, 1993), providing opportunities for personal growth (Ulrich, 1998), changes in management style (Beer et al, 1984) and the management of culture change (Legge, 1995). …
Journal Article•
TL;DR: The purpose of this study was to examine the management style of an inner city NHS trust that provided acute mental health services in order to identify the reasons behind the increasing leaving rates of its nursing staff.
Abstract: The recruitment and retention of NHS nursing staff in inner city mental health care is particularly challenging. When working with adults who have severe mental health problems, there are many factors that can contribute to a stressful and demanding working environment where staff can become dissatisfied. Managers need to tackle the source of any discontent before it reaches crisis point. The purpose of this study was to examine the management style of an inner city NHS trust that provided acute mental health services in order to identify the reasons behind the increasing leaving rates of its nursing staff. The study also explored job satisfaction and what other factors might contribute to the staff's decision to leave the organisation in the future.
Book Chapter•
01 Jan 2003
TL;DR: The authors in this paper explored the impact of the new cultures of enterprise and entrepreneurialism in higher education and the implications for equity and access, for quality and diversity, for research and teaching, and for students and staff.
Abstract: About the book:
Universities have been transformed from institutions subsidized by government to fulfil certain broad academic missions, to suppliers of specific teaching and research services available for direct purchase or for purchase by government on behalf of student consumers. This has led to a rapid growth of 'enterprise' and 'entrepreneurialism' as universities learned the art of financial survival in this new world. 'Enterprise' has become a more explicit part of the higher education curriculum as part of the 'employability' agenda. 'Entrepreneurialism' requires different management styles and opens new area for research.
What has been the impact in universities and colleges of the new cultures of enterprise and entrepreneurialism? What are the implications for equity and access, for quality and diversity, for research and teaching, and for students and staff? How are universities changing (and how should they change), given the demands of enterprise and entrepreneurialism? The Enterprising University explores answers to these questions and is important reading for all those involved in the future of higher education.