Behavioural and causal influences on individual managerial effectiveness in the Ghanaian public sector
International Journal of Public Sector Management
Article publication date: 1 July 1998
The last few decades have been notable for the considerable attention which managers and their effectiveness have received. However, despite copious writing and concern for this illusive organizational phenomenon, mostly in the developed world, still a great deal of confusion and concern surrounds the subject. Recently, however, attention has been drawn to the importance of the role of the public sector, particularly its senior managers and executives, towards the realization of the growth and development of the developing world. This paper is based on the findings of a research project which was funded by the Economic and Social Committee for Overseas Research (ESCOR), and The Department of International Development, and which has been carried out in the Ministry of Environment and Science and Technology, in Ghana. The study has aimed to identify the causal and behavioural influences which determine the managerial effectiveness of senior managers in the public sector. The results point to the presence of clusters of factors which constitute “parameters” of effectiveness at work. These include the managers’ “perception”, “awareness”, “competency skills”, “needs” and “motivation” and the inherent “constraints and demands” which determine senior managers’ effectiveness. It is concluded that a better understanding of the subject requires attention being paid to the managers’ “choice” and their “meaningful actions”, within an open system context.
Analoui, F. (1998), "Behavioural and causal influences on individual managerial effectiveness in the Ghanaian public sector", International Journal of Public Sector Management, Vol. 11 No. 4, pp. 300-313. https://doi.org/10.1108/09513559810225843
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