Showing papers on "Management styles published in 2015"

Family business succession planning: unleashing the key factors of business performance

Abstract: Family business studies are becoming more pervasive in Malaysia, and several studies have focused on factors that shape family-owned business performance levels. Succession planning issues, and specifically the succession issues and experiences of second or third generation family business owners (2GO/3GO), have not yet been explored at length. This study aims to revisit various factors that shape family firm performance by examining succession issues and transition experiences encountered by successors. Data were drawn from self-administered surveys completed by 55 2GOs and 3GOs. Descriptive, correlation and regression analyses were conducted to interpret our findings. The findings show that management styles, relationships between family members, values and beliefs and successor training significantly influence family business performance levels. The relationship between antecedents and business performance is found to be partly mediated by succession issues and fully mediated by sucession experience. Both theoretical and practical implications and avenues for future research are discussed

Merit Pay Fairness, Leader-Member Exchange, and Job Engagement Evidence From Mainland China

Abstract: In this article, the authors theoretically propose that the perceived fairness of merit pay substantially influences leader-member exchange (LMX) and which in turn influences job engagement. Data from 581 Chinese compulsory school teachers show that the perceived procedural fairness of merit pay policy significantly and positively affects LMX and job engagement. That LMX partially mediates the relationship between procedural fairness perception and job engagement. The results indicate that procedural fairness plays more important role to motivate the public service employees in the merit pay implementation than the distributive fairness. The emphasis of procedural fairness may reflect the respect and dignity of the individual, which therefore promote teachers’ acceptance of leadership management styles and further stimulate greater job engagement among employees.

“Micro” versus “small” family businesses: a multinational analysis

Abstract: Purpose – The purpose of this paper is to compare “micro” enterprise (0-9 employees) to “small” enterprise (10-49 employees) family businesses with regard to 12 important managerial characteristics in eight countries: Argentina, Croatia, Egypt, France, Kosovo, Kuwait, Serbia, and the USA (n=601) Design/methodology/approach – The research methodology was survey research To statistical test 12 hypotheses, MANCOVA was run to compare differences between micro and small family business, while controlling for years in business Findings – Six significant differences were: “small” firms are more likely to employ non-family member managers, are more likely to engage in the formulation of succession plans, are more likely to utilize outside advisory services, make greater use of sophisticated financial management methods, and have a more formal management style than “micro” firms; but the influence of the founder is greater in “micro” firms Practical implications – For practitioners and consultants the findings

Management Styles and Organisational Effectiveness in Vietnam: A Comparison in Terms of Management Practices between State-owned and Foreign Enterprises

Abstract: Human capital initiatives play a vital role in resolving the most pressing business challenges. The effective management of human poses new challenges in the organization for leadership and managerial capabilities. The current study aims to analyze the factors that are closely associated with employee satisfaction in both Vietnamese state-owned enterprise and foreign-owned enterprise in order to understand the difference of management practices. The response was taken from a sample of 250 respondents in either two types of business and the data are carried out by using multiple statistical analyses, including exploratory factor analysis, reliability test, mean point value, and multiple linear regressions. The results indicate that for the state-owned enterprise, recruitment process is the most important factor that helps to improve the satisfaction of employee. Besides, for the foreign-owned enterprise, as the results of the current study, performance appraisal process is the main point to solve employee‘s problems. The findings also provide useful implications for managers in terms of improving human capital quality, and stabilizing the labor resources and reducing the turnover rate for both state-owned enterprise and foreign-owned enterprises.

Nexus between leadership styles, employee retention and performance in organizations in nigeria

Abstract: The study sought to examine the nexus between leadership styles and employees’ retention in organizations with a view to ascertaining how leadership styles influence employees’ retention and performance, and consequently enhance productivity in organizations in Nigeria. The paper is a literary work; hence it derived its data from secondary sources of data. The objectives that guided the study were: to overview the concept of leadership, identify the various types of leadership, and their impact on employees’ retention and performance in organizations. The paper identifies the following leadership styles that are prevalent in organizations; autocratic, democratic, bureaucratic amongst others. The paper argued that effective leadership style is crucial for achieving organizational goals. Thus, the study reveals that when management styles are considered repugnant by the subordinates, they undermine employees’ performance and instigate their propensity to quit the organization, and vice versa. The paper further argued that employees’ retention and performance can be achieved through the adoption of appropriate leadership styles that will align business strategies with employees’ motivation and morale. Hence, it therefore, proposes that managers adopt leadership styles that will corroborate the behavioral patterns within the expectation levels of employees. This will propel employees to perform at maximum levels of contribution and not only spur but concretize their retention in organizations.

Management of community contributions

Abstract: In recent years, many companies have realized that collaboration with a thriving user or developer community is a major factor in creating innovative technology driven by market demand. As a result, businesses have sought ways to stimulate contributions from developers outside their corporate walls, and integrate external developers into their development process. To support software companies in this process, this paper presents an empirical study on the contribution management processes of two major, successful, open source software ecosystems. We contrast a for-profit (ANDROID) system having a hybrid contribution style, with a not-for-profit (LINUX kernel) system having an open contribution style. To guide our comparisons, we base our analysis on a conceptual model of contribution management that we derived from a total of seven major open-source software systems. A quantitative comparison based on data mined from the ANDROID code review system and the LINUX kernel code review mailing lists shows that both projects have significantly different contribution management styles, suited to their respective market goals, but with individual advantages and disadvantages that are important for practitioners. Contribution management is a real-world problem that has received very little attention from the research community so far. Both studied systems (LINUX and ANDROID) employ different strategies and techniques for managing contributions, and both approaches are valuable examples for practitioners. Each approach has specific advantages and disadvantages that need to be carefully evaluated by practitioners when adopting a contribution management process in practice.

Effectiveness of a systematic approach to promote intersectoral collaboration in comprehensive school health promotion-a multiple-case study using quantitative and qualitative data

Abstract: We report on the longitudinal quantitative and qualitative data resulting from a two-year trajectory (2008–2011) based on the DIagnosis of Sustainable Collaboration (DISC) model. This trajectory aimed to support regional coordinators of comprehensive school health promotion (CSHP) in systematically developing change management and project management to establish intersectoral collaboration. Multilevel analyses of quantitative data on the determinants of collaborations according to the DISC model were done, with 90 respondents (response 57 %) at pretest and 69 respondents (52 %) at posttest. Nvivo analyses of the qualitative data collected during the trajectory included minutes of monthly/bimonthly personal/telephone interviews (N = 65) with regional coordinators, and documents they produced about their activities. Quantitative data showed major improvements in change management and project management. There were also improvements in consensus development, commitment formation, formalization of the CSHP, and alignment of policies, although organizational problems within the collaboration increased. Content analyses of qualitative data identified five main management styles, including (1) facilitating active involvement of relevant parties; (2) informing collaborating parties; (3) controlling and (4) supporting their task accomplishment; and (5) coordinating the collaborative processes. We have contributed to the fundamental understanding of the development of intersectoral collaboration by combining qualitative and quantitative data. Our results support a systematic approach to intersectoral collaboration using the DISC model. They also suggest five main management styles to improve intersectoral collaboration in the initial stage. The outcomes are useful for health professionals involved in similar ventures.

Factors Associated to Job Satisfaction Among Healthcare Workers at Public Hospitals of West Shoa Zone, Oromia Regional State, Ethiopia: A Cross Sectional Study

Abstract: Background: Health services are affected by a number of factors including availability of human resources, health infrastructures and health delivery system. Human resource is a vital component in delivering health services. Health systems cannot function effectively without sufficient numbers of skilled and motivated health workers. Job satisfaction can build up employee motivation and performance which will increase productivity and efficiency. The main aim of this study is to assess job satisfaction and associated factors among health workers at public hospitals in west Shoa zone of Oromia Region. Methods: Facility based cross-sectional study was conducted among 166 randomly selected health workers from public hospitals of west Shoa zone. Data were collected by self-administered structured questionnaires, entered into epidata and analyzed with SPSS software. Multivariable logistic regression with 95% CI at P ≤ 0.05 was used to assess associated factors to job satisfaction.Result:Atotalof166healthworkersparticipatedwithresponserateof100.0%.The result showed that 65.1% of health workers were dissatisfied with their job. The major reasons reported for dissatisfaction were poor payment scheme, lack of training opportunity, and lack of incentives, bureaucratic management style, poor performance evaluation system and poor working conditions. The correlation between the different aspects of job satisfaction was found to be significant. Age of respondents, profession, level of education, future intention, service year and participation in decision making were found to be significantly associated with job satisfaction. Conclusion: Majority of the study participants in our study were dissatisfied with their job. The great deal of the health workers job dissatisfaction was attributed to hospital bureaucratic management style. Managers and policy makers should give due consideration on health workers job satisfaction if they really want to achieve their goals and objectives.

Impact of National Culture on the Management Practices of Construction Projects in the United Arab Emirates

Abstract: Culture plays an important role in Arab Middle East society. Its unique historical, social, and religious traditions require special attention to cultural traits in the exercise of authority, control, and interaction. However, little research has investigated the effects of national culture on the management practices of construction companies. This research investigates this relationship through a questionnaire survey and interviews of a sample of construction companies in the United Arab Emirates (UAE). It solicits views about the type of and experiences concerning the effect of the key national and cultural dimensions on adopted management practices. The research demonstrates that construction companies within the UAE construction industry have developed and adopted a unique management style that is a mixture of Western and Eastern management applications. These companies have primarily adopted a clan culture that emphasizes the development of human resources, flexibility, decentralization, tea...

Towards Effective Management in Psychiatric-Mental Health Nursing: The Dangers and Consequences of Micromanagement.

Abstract: Micromanagement refers to a management style that involves managers exercising control over team members, teams, and also organizations, particularly in relation to the minutiae or minor details of day-to-day operations. While there is no single reason why some managers may choose to micromanage, many micromanagers exhibit similar behavioral traits, a consequence of perfectionism and/or underlying insecurities. In the culture of high performance that characterizes many contemporary mental health contexts, micromanagement also provides one way by which teams can be driven to achieve targets. However, over time, micromanagement leads to reductions in staff morale, creativity, and productivity; and increases in staff turnover. This paper provides an overview of micromanagement, including points of consideration for managers interested in reflecting on their management styles, and strategies for mental health nurses who find themselves working for a micromanager.

Estilos gerenciais dos dirigentes de pequenas empresas: estudo baseado no ciclo de vida organizacional e nos conceitos de funções e papéis do administrador

Abstract: Objective – To identify the managerial styles of small business managers at every stage of the organizational life cycle, considering managers’ work, approaches to process and roles. Methodology – This research was considered of applied nature, of quantitative approach, as descriptive from the point of view of the objectives, and as a survey because of its technical procedures. Seventy companies belonging to the metallurgical-mechanical industry in Sao Paulo, Brazil, took part in the study. Theoretical framework – It was found that the owner of small businesses change the valuation of the functions and of the roles of the administrator, according the company's development stage. Three management styles have been identified as the most prominent of small business owner, considering the organizational life cycle. Findings – It was found that the owner of small businesses change the valuation of the functions and of the roles of the administrator, according the company's development stage. Three management styles have been identified as the most prominent of small business owner, considering the organizational life cycle. Contributions – This research presents evidence that there is a relationship between the functions and roles of managers (theorized for large companies) and the work carried out by small business leaders, as well as the feasibility of researching the functions and roles of managers alongside each other, rather than individually, as most other studies do.

The Features of Participative Management Style

Abstract: Participative management style is management style positively associated with high level of job satisfaction. It isbasedon the involvement ofemployeesin decision-making, problem-solvinginthe company and empowering employees, as well as on supporting their highautonomy,own initiative and creativity. The article describes the features of participative management style and the outcomesof our own research focused on participative management style elements. The research sample was the group of subordinates in network industries companies. In the study the employees on below manager positions evaluatedthe level of participation that they have in decision - making. They were explored by Likert-scale questionnaire. The results confirmed that more than half of employees (60,5%) don’t have enough possibilities to participate in decision – making even when the decisions are highly connected to their work and they consider them as very important. The study findings demonstrated that empowerment of employees is not on high level and the companies should consider including employee empowerment techniques as components of management development programs.

The Modes of Conflicts and Managerial Leadership Styles of Managers

Abstract: The study was conducted to examine leadership styles used by managers in different banking sectors when they face interpersonal conflicts within the organizational context. Leadership styles and induced conflicts are essential to an enterprise and its performance. Therefore, it is of paramount significance to study the impacting mechanism of leadership and conflicts on banking sector. The purpose of this study is to examine the choice of strategy in conflict management with relation to their leadership styles among managers in banking sector of Pakistan. Questionnaire was used to collect the data from the managers of the various banking sector. The result of this study finds out the positive correlation between leadership/managerial styles and modes of conflict management. It is also revealed that most of the managers belong to team manager category and most of the managers used the accommodating and collaborating conflict management modes to handle any issue in the organization. The team leader managerial style has positive effect on employee behavior and performance.

Eclecticism versus Purity: Mediation Styles Used in New Zealand Employment Disputes

Abstract: Most employment mediation in New Zealand is carried out by Resolution Services under the Employment Relations Act 2000. This article focuses on mediation styles. According to policy and statute, what styles are claimed to be used? According to mediators, what styles are actually used? What are the repercussions of these findings? Resolution Services’ eclectic approach to mediation styles is both consciously practiced and effective. However, this approach means that parties have little idea which style to expect and that mediators are mixing and matching styles which, according to the style creators, are not supposed to be mixed and matched.

Fostering Successful Intellectual Styles for Creativity.

Abstract: Intellectual styles refer to people’s preferred ways of processing information and dealing with tasks. Individuals who have a propensity for using a wide range of styles—always including creativity-generating styles—are said to possess successful intellectual styles. The author argues that teachers should and can encourage creativity among students by cultivating successful intellectual styles. To make this argument, the author first presents two main controversial issues over the nature of intellectual styles: style value and style malleability. She then cites research evidence revealing that creativity-generating intellectual styles are more adaptive than are norm-favoring styles; that the positive growth in some domains of student learning and development calls for successful intellectual styles; and that styles can be developed. Following this, the author points out the limitations of the existing research and suggests ways to overcome the limitations. Finally, the author proposes strategies that teachers could use in promoting creativity through fostering successful intellectual styles among students.

Expectations of Job Satisfaction Based on Three Common Leadership Styles

Abstract: Expectations of Job Satisfaction Based on Three Common Leadership Styles by Ethel Chiles MBA, Capella University, 2008 BS, North Carolina Agricultural and Technical State University, 1997 Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Leadership and Organizational Change Walden University May 2015 Abstract Some leadership styles can produce job dissatisfaction, resulting in labor turnover and financial loss to organizations. Despite these known consequences, there is a lack of research on the perceptions of leadership styles on job satisfaction for hourly wageworkers. This phenomenological study was used to understand the experiences of non-management employees on how management leadership styles affected their job satisfaction. Bass’s leadership theory, Herzberg’s dual factor theory, and Maslow’s hierarchy of needs guided this study. The primary research questions were used to explore themes in leadership styles affecting selected North Carolina employees in the workplace. Data collection included in-depth interviews with 25 hourly wageworkers who completed at least one annual performance discussion with their first-line supervisor. Utilizing Moustakas’ modified van Kaam method of data analysis, 4 primary themes emerged: (a) perceptions of 3 leadership styles, (b) insights on job satisfaction, (c) observations of leader behaviors, and (d) leadership agility. The 4 primary themes and 18 subthemes indicated that participants perceived more positive experiences with transformational leaders than they did with transactional or laissez-faire leaders. The findings are important for first-line supervisors in the fields of business, finance, and education to develop strategies that may maximize positive experiences with leadership styles that will create and improve overall job satisfaction. Social change implications, given the findings, include supervisors’ increased awareness of how the 3 leadership styles could provide more favorable experiences for hourly wageworkers.Some leadership styles can produce job dissatisfaction, resulting in labor turnover and financial loss to organizations. Despite these known consequences, there is a lack of research on the perceptions of leadership styles on job satisfaction for hourly wageworkers. This phenomenological study was used to understand the experiences of non-management employees on how management leadership styles affected their job satisfaction. Bass’s leadership theory, Herzberg’s dual factor theory, and Maslow’s hierarchy of needs guided this study. The primary research questions were used to explore themes in leadership styles affecting selected North Carolina employees in the workplace. Data collection included in-depth interviews with 25 hourly wageworkers who completed at least one annual performance discussion with their first-line supervisor. Utilizing Moustakas’ modified van Kaam method of data analysis, 4 primary themes emerged: (a) perceptions of 3 leadership styles, (b) insights on job satisfaction, (c) observations of leader behaviors, and (d) leadership agility. The 4 primary themes and 18 subthemes indicated that participants perceived more positive experiences with transformational leaders than they did with transactional or laissez-faire leaders. The findings are important for first-line supervisors in the fields of business, finance, and education to develop strategies that may maximize positive experiences with leadership styles that will create and improve overall job satisfaction. Social change implications, given the findings, include supervisors’ increased awareness of how the 3 leadership styles could provide more favorable experiences for hourly wageworkers. Expectations of Job Satisfaction Based on Three Common Leadership Styles by Ethel Chiles MBA, Capella University, 2008 BS, North Carolina Agricultural and Technical State University, 1997 Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Leadership and Organizational Change Walden University May 2015 Dedication I dedicate this dissertation to my mother, Mary Beatrice Foster, and my father, the late Rev. Willie C. Foster, who instilled the tenacity and determination in me to pursue such an endeavor and to my family who continuously encouraged me during my doctoral journey. I am grateful for all the support and understanding from my brothers and sisters because I missed many family events. I dedicate this dissertation to my son, Carlton Lamar Chiles, who provided inspiration when times were tough continuously reminding me that I had to finish what I started. I acknowledge my wonderful and bright grandson, Gabriel Lee Chiles, who was an inspiration to me through loving his grandma. I dedicate this dissertation to my husband, Alec Neal, who managed the home and provided me with the space, freedom, and encouragement to complete this journey. I love you all and thank you for helping me to fulfill my dream. Acknowledgments I would first like to thank my Lord and Savior, Jesus Christ, for providing me with the strength and help to stay on this journey until I successfully completed the goal. I would like to acknowledge the guidance and encouragement from Dr. Carol Wells who continuously reminded me that I could do this, despite the many obstacles and challenges I faced. I would like to thank Dr. Diane Stottlemyer who became a committee member after the journey began but became a motivator for me also. Both of you compelled me to focus on my progress until I accomplished my goal.

Leadership Theories and Styles

Abstract: Leadership theories and styles have evolved over time. In order to become an effective leader, one must understand the core leadership theories and the styles that emerged from them, how they evolved, and how to implement different styles of leadership depending on the environment, situation, or need of the leader and the team members. This chapter will provide a description of core leadership theories and the leadership styles that have emerged from these theories. The leadership styles commonly adopted for surgical leadership will also be discussed.

Teacher and Administrator Views on School Principals' Accountability.

Abstract: Substantial social, legal, economic, and technological transformations in the developing and changing world have caused organizations to question their managerial styles and gravitate toward new approaches and practices. Management and administration systems of organizations have started transforming (Akyel & Kose, 2010) and the tendencies toward more transparent and democratic management have increased (Sezer & Kargin, 2002). The umbrella concept of accountability (Bovens, 2007), which includes modern management principles such as transparency, equality, democracy, competency, and honesty, has started to gain more and more importance as a result of these changes. Accountability, a key concept of modern management, has become one of the critical elements in the approach of such things as reform, transformation, governance, and citizen satisfaction during the restructuring period and it has been placed in the center of democratic systems since it mediates the accountability of authorities towards society and other related parties. The American Institute of Certified Planners (1981) also emphasized the importance of the principle of accountability by addressing this concept along with honesty, justice, and serving public interests in its 1994 report on the Code of Ethics and Professional Conduct.A series of definitions have been provided for the concept of accountability, a recent focus of interest for researchers. These definitions explain this concept in terms of providing information to an authority related to ones practices (Balci, 2003; Sozen, 2005), holding a person or an organization responsible to an authority regarding the activities in question (Julnes, 2006; Mulgan, 2000; Peters, 2007), liability to provide answers and explanations (Ba$, 2007), and a process for providing explanations to a specific authority about tasks and practices (Mulgan, 2000). Accountability, in more detail, has been defined as the accountability of authorities in an organization to higher authorities regarding the use of authority and responsibility; acting in line with criticisms and demands related to accountability; the need to take responsibility in case of failure, incompetence or infraction of rules (Arcagok & Eruz, 2006); the use of authority and resources in organizations in line with the law and in accordance with principles of productivity and efficiency; and the presentation of responsibility related to the achievement of specified goals and targets (Sozen & Algan, 2009). At the same time, accountability is one of the principles that needs to be addressed together with the fundamental principles of consistency, responsibility, equity, transparency, participation, commitment to the legal system, legitimacy and measurability in order to ensure organizational governance (Toksoz, 2008).Accountability is a tool that ensures organizational managers have appropriate conduct in line with the law and its regulations during the administration of organizational goals. This tool also indicates a social relationship in which the administrator feels required to answer to higher authorities regarding the accuracy of their actions. In this relationship, a higher authority questions the validity of their actions and the sufficiency of information while the party that provides accountability has to answer these questions (Parlak, 2011). In this context, the mechanisms for accountability should be created that clearly provide the procedures and processes to present for determining whether administrators act in line with the expectations of organizations (Sozen, 2005) L

Management Practices and Performance of Public hospitals in Uganda

Abstract: The Daily Monitor publications ran serialized articles showing the awful state of government hospitals across the country. While the Ministry of Health insists that the problem is not as bad as it is depicted, the level of service delivery in public hospitals has come under serious public scrutiny espousing the cause for concern about policy, practice and research. There should be glaring gaps in management practices as a possible explanation. In this study, we investigated impact of management decision making, structure, processes, communication and management style on hospital performance. The study has emphasized good management as the determinant of better performance of hospitals in the Ugandan context. Findings of this study challenges policy makers to strengthen management processes in addition to mobilizing financial, human and capital resources for hospitals. The study extends the debate on application of management theory with practice in the health sector in the Ugandan context.

How Do CEOs See Their Roles? Management Philosophies and Styles in Family and Non-Family Firms

Abstract: Using a survey of 800 Chief Executive Officers (CEOs) in 22 emerging economies, we show that CEOs' management styles and philosophies vary with the ownership and governance structure of their firms. Founders and CEOs of firms with greater family involvement display a greater stakeholder focus and feel more accountable to employees and banks than to shareholders. They also have a more hierarchical management approach, and see their role as maintaining the status quo rather than bringing about change. In contrast, CEOs of non-family firms emphasize shareholder-value-maximization. Finally, firm-level variation in ownership is as important in explaining management philosophies as cross-country or industry-level differences.

Idiosyncrasy, heterogeneity and evolution of managerial styles in contemporary Russia

Abstract: Purpose – The purpose of this paper is to examine managerial styles of Russian managers in the context of institutional and economic environment of contemporary Russia. Design/methodology/approach – The study is based on a sample of 482 line and middle managers covering eight geographic regions, 14 industries and 80 organizations in Russia. Findings – Employing factor and cluster analyses the paper identifies four distinct managerial styles: paternalistic, exploitative, performance oriented and passive. In addition, the paper analyzes a number of contingent characteristics of these typological Russian managers such as their age, career development, regional, industrial and organizational presence. Originality/value – The analysis enriches the understanding of managerial style idiosyncrasy, heterogeneity and evolution in Russia. The identified plurality of managerial styles, differentially related to a number of contingency variables, indicates that it pays off for western companies to avoid using stereoty...

Bridging the Gap Between Reform Practices and Literatures: New Public Service Delivery of Japanese Local Governments

Abstract: Many Japanese local governments introduced New Public Management (NPM) in the mid/late nineties. Most of them introduced performance measurement, programme evaluation, customer satisfaction surveys, outsourcing and/or contracting out to the private sector, revision of public service delivery, PFI, and PPP (Kudo, 2003). Local public services have been mostly outsourced to private and social sectors. After a decade of these experiences, some municipalities have started to distance themselves from the NPM-driven managerial style. After monitoring and evaluating their performance and considering customer satisfaction, some decided not to renew contracts to their private partners, to bring the service back to public administration, or to introduce new forms of collaboration between public and private sectors, mainly based on proposals from the private sector. The author has been taking part in a research group, which previously surveyed the financial situation of Japanese local governments and their managerial choices (Kudo, 2010) and recently conducted an extensive survey among municipalities to see if they were either in favour of NPM oriented managerial styles or if they were introducing New Public Governance (NPG) oriented (Osborne, 2006; Bovaird, 2007) approaches. Some ways to understand this shift are: 1) putting more importance on citizen participation than cost cutting; 2) preference of PPP to simple outsourcing; and 3) consideration of political accountability (Bakvis and Jarvis, 2012) in administrative implementations. The questioners turn to mayors and financial directors to understand the political as well as economic influences on these choices. The results of the survey and some interviews conducted with mayors and public servants show that some municipalities have shifted from NPM-driven management to public service delivery based on NPG (Pestoff, 2011), although they are rarely aware of the theoretical transition. The examples are small in number, and do not necessary confirm the theoretical framework of public service delivery under NPG (Hartley, 2005), since the reasons of these shifts vary among municipalities. The experiences of Japanese local government would make an interesting lesson for many countries with late introduction of NPM. Japanese NPM demonstrates several characteristics: 1) its NPM has been introduced with some elements of public governance without being recognised; 2) very strong and still dominant attention on NPM; and 3) less attention on NPG, since NPM results in self-reform and learning process of public servants, especially at the local level (Kudo, 2010). The paper analyses the results of the survey in relation to the Japanese literatures on public governance.

Reconciling the ISO 26262-compliant and the agile documentation management in the Swedish context

Abstract: Documentation management represents a relevant and mandatory activity according to ISO 26262 [1]. The same activity tends to be considered as a waste according to the agile manifesto [2]. Thus, agile and ISO 26262-compliant documentation management styles seem to form an odd couple. When this couple is located in the Swedish cultural context, reconciliation and negotiation within it represent a true challenge. In this paper, based on the state of practice in industrial settings, we report about our findings and propose our envisioned solution to face this challenge and get a balance. Finally, conclusion and perspectives for future work are also drawn.

Hai Di Lao Hot Pot: From Employee Stimulation to Service Innovation

Abstract: The management of Chinese restaurant chains has for some time followed the western model while accommodating Chinese customers. The new Hai Di Lao Hot Pot Restaurant chain has established its own management style, pioneering chain catering management to help the Chinese restaurant industry establish a professional image, explore a local management model, and maintain high standards of food safety. The objectives of this case study are to introduce the Hai Di Lao managerial strategy, investigate the secrets of its success from a human resources management perspective, to explore its innovative service, and to assess why it has inspired both marketers and the catering industry. The results show that human resources management can change employees’ behavior and emotional states by addressing a wide variety of needs. In addition, attention to service quality can improve customer satisfaction and retention.

The applicability of western management in the middle east

Abstract: THE APPLICABILITY OF WESTERN MANAGEMENT IN THE MIDDLE EAST The Middle Eastern construction industry is still suffering from cost overruns, delays, and disputes. Inefficient management practices and lack of management are frequently reported reasons for such problems. Researchers attribute such problems to the traditional management practices that are utilized in the Middle East. However, International companies who practice their best management strategies are still suffering from the same problems. These issues become more significant in joint ventures when two different management styles work together. Therefore, it becomes crucial to understand the characteristics of Middle Eastern construction environment in terms of the management practices and regulations that are used and the cultural characteristics of the Middle East and thier effects on the business environment and management style. This study shed the light on the characteristics of Middle Eastern management style. It also examines the applicability of western management in the Middle Eastern business environment through a comprehensive review of the cultural and managerial characteristics of the two regions. In addition, potential opportunities and barriers associated with the implementation of western management in the Middle East have been identified. Finally, the study concludes with a proposed research plan for future work.

Factors Affecting Strategic Change Management and the Performance of Commercial Banks in Kenya: A Case Study of Kenya Commercial Bank in Nairobi Region

Abstract: The main objective of this study is to establish the strategic change management among commercial banks in Kenya: a case of KCB Bank Limited, with the specific objectives being to: analyze the effect of organization culture on strategic change management at KCB Bank Limited; determine the effect organization structure on strategic change management at KCB Bank Limited; investigate the effect of leadership on strategic change management at KCB Bank Limited and to establish the effect of environment on strategic change management at KCB Bank Limited. The target population for this research study will consist of top management staff, middle management and lower management staff KCB Bank Limited. The culture of an organization is strongly linked to its management style and processes. The organization's structure and that organization structure is of both strategic and operational advantage in change management, flexibility had further been emphasized as essential in dealing with many uncertainties in the environment. Leadership especially top management is probably the most critical element in a major organizational change effort in whichever context. Organizations must continuously engage in strategic renewal, Strategic change management is a set of processes that is employed to ensure that significant changes are implemented in an orderly, controlled and systematic fashion to effect organizational change. Key Words: Strategy, Change Management, Culture, Leadership and Structure

Database nurse staffing indicators: explaining risks of staff job dissatisfaction in outpatient care

Abstract: Aim To explore factors associated with nursing intensity, work environment intensity and nursing resources that may affect nurse job satisfaction and risk of dissatisfaction in outpatient care at one university hospital in Finland. Background Much research has been done to study how nursing intensity, work environment intensity and nursing resources are associated with nurse job satisfaction, but not in the context of outpatient care. Methods This research used a cross-sectional design. The data were collected from the hospital information systems of outpatient units (n = 12) in autumn 2010. Results Management style showed a statistically significant association with job satisfaction. The risk of dissatisfaction increased when nursing staff had no influence over the design of their jobs, when conflicts and contradictions were not addressed in the workplace and when feedback was not processed. Conclusions Nursing intensity and work environment intensity had no effect on nurse job satisfaction. Nursing resources and patient satisfaction, on the other hand, were important to nurses’ job satisfaction. Implications for nursing management The results indicate that nursing management should involve nursing staff in the development of their jobs and the care delivery model.