Management styles

About: Management styles is a research topic. Over the lifetime, 2556 publications have been published within this topic receiving 93248 citations.

The nature of cognitive styles: Problems and promise in educational practice

Abstract: This article examines characteristic features of cognitive styles and the various ways in which styles differ from one another and from intellective abilities. These distinctions are integrated into a unified framework that serves to define cognitive styles in contrast not only to abilities but to other types of stylistic variables. Educational implications of cognitive styles are discussed in terms of six main rubrics: improving instructional methods, enriching teacher behavior and conceptions, enhancing student learning and thinking strategies, expanding guidance and vocational decision making, broadening educational goals and outcomes, and tuning the stylistic demands of educational environments. Reasons why cognitive styles should have educational impact are addressed as well as reasons why such educational benefits are difficult to realize.

A Review of Research on the Application of Goal Setting in Organizations.

Abstract: Research on goal setting in organizations is reviewed in order to evaluate Locke's theory of goal setting and to determine the practical feasibility of this technique for increasing employee motiva...

A model of knowledge‐sharing motivation

Abstract: In this article, I present a model of knowledge-sharing motivation based on a combination of the theory of planned behavior (TPB) and self-determination theory (SDT), along with a review of research supporting the model and suggestions for future research and methodologies to study knowledgesharing behavior. I also give suggestions for designing five important human resource management (HRM) practices, including staffing, job design, performance and compensation systems, managerial styles, and training. © 2009 Wiley Periodicals, Inc.

Happiness, Health, or Relationships? Managerial Practices and Employee Well-Being Tradeoffs

Abstract: Although managerial practices are often structured with the explicit goal of improving performance by increasing employee well-being, these practices frequently create tradeoffs between different dimensions of employee well-being, whereby one aspect of employee well-being improves but another aspect of employee well-being decreases. We call attention to the multi-dimensional nature of well-being and highlight the importance and prevalence of these well-being tradeoffs. Our review sheds new light on the effects of managerial practices on employee well-being, and offers guidelines for managing and mitigating well-being tradeoffs.

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

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