Search results

This chapter seeks to better understand the skills and competencies that public relations (PR) professionals use in contributing to organisational decision-making processes. The data were collected by interviewing Finnish professionals using thematic semi-structured interviews. Overall, the results highlight a deep understanding of organisation management and decision-making processes. The most important competencies were business understanding and target group oriented thinking. The findings indicate that important skills are related to writing and social media. Regarding personal attributes, interaction and tolerance to criticism were acknowledged as most crucial. The conclusions suggest that if professionals analyse and review their skills, competencies and personal attributes related to decision making, this will support organisational performance and strengthen the added value of PR function. A reflection on the strengths and weaknesses of their own traits helps professionals enact their expected role in organisational problem solving and decision making.

Although a great deal of research has focused on global marketing strategy development and implementation, little research has focused on the global marketing managers charged with the responsibilities of developing and implementing such strategy. The aim of this paper is to develop a model that identifies a set of soft skills that have the ability to increase the effectiveness of global marketing managers in making the tactical adaptations necessary to develop and implement global marketing strategy in an increasingly complex and dynamic marketplace.

A conceptual model is developed with coinciding propositions.

The model developed theorizes that the ability of global marketing managers to make tactical adaptations to the firm's global marketing strategy (and thus enhance performance) is driven by the soft skills of tacit knowledge, experience, learning, unlearning, intuition, self‐confidence, flexibility, prioritization of problems, working under pressure and ambiguity tolerance.

The model highlights the specific soft skills that firms can work to foster in their global marketing managers and educators can work to incorporate within a curriculum. Through the development of these soft skills within a firm's global marketing managers, the firm can achieve a competitive position within the marketplace.

This study is one of the first to conceptualize a specific set of soft skills that enhance a global marketing manager's ability to make tactical adaptations to the firm's global marketing strategy by which the firm can be more competitive. As such, this study provides for a better understanding of how soft skills relate to the development and implementation of global marketing strategy and how firms can be more competitive by not only employing unique human capital, but by developing global marketing managers who are more effective at adapting to constantly changing global market conditions.

Little research has been contributed to how the behaviors associated with emotional intelligence may be practically applied to enhance both individual and group decision‐making. The purpose of this paper is to identify practical approaches to the application of emotional intelligence to the decision‐making process. These practical approaches are designed to instruct and aid decision makers in the utilization of emotional intelligence skills to improve decision‐making.

Goleman's and Boyatzis et al.'s four essential elements of emotional intelligence and their associated 20 behavioral competencies are utilized to develop a methodology for the practical application of emotional intelligence skills to decision‐making. A series of questions and observations are outlined to assist decision makers in the improvement of emotional intelligence awareness, as well as the utilization of emotional intelligence skills to enhance decision‐making processes.

Organizations and individuals may benefit from the development and utilization of behaviors attributed to emotional intelligence. The practical application of emotional intelligence skills can enhance individual and group decisions and outcomes.

The practical application of emotional intelligence skills becomes a strategy for the development of the individual's and organization's ability to assess the impact and consequences of decisions, while simultaneously improving the quality and effectiveness of the decision‐making process.

Reports the results of a field study on managerial decision making and competence utilization in Chinese enterprises. The results showed that the participative decision making had positive effects on both morale and decision quality and that the decision skill utilization had a very close relationship with job satisfaction. It also demonstrated that the measure of influence/power‐sharing was an appropriate indicator for decision‐making patterns in the Chinese circumstances. Discusses implications of the results and proposes a process model of managerial decision making.

Purpose: During turbulent social and economic times, perceptions of job insecurity can be expected to increase. In this chapter, we outline a theoretical model that links perceptions of job insecurity to lower affective commitment and high work-related stress, resulting in employees' engaging in poor decision-making behavior. We argue further that employees who possess individual skills of being aware of emotions and managing emotions are less susceptible to such behavior. Study Design/Methodology/Approach: We tested our model in two studies. The first study was conducted using an online sample of 217 respondents. The second study used a split administration design conducted in a single organization and used a sample of 579 employees. Findings: Our data revealed that job insecurity is linked to negative decision-making behaviors and that better emotional awareness and management skills may reduce negative decision-making behaviors. Originality/Value: Our findings support the notion of threat rigidity theory where we found that job insecurity affects how individuals make decisions. Our analysis suggests that the individual's level of emotional skills can act as a form of behavioral control that can ameliorate the effects of job insecurity on decision-making behavior. Research Limitations: Both studies had a female gender bias in our sampling frames. There is a possibility of common method variance affecting the results of Study 1, and both studies involved the use of a self-report measure of emotional skills.

Across two studies, the current research investigates whether individuals high in maverickism, which incorporates tendencies of creativity, risk-taking, goal-orientation and disruption are likely to make poorer ethical decisions and whether political skill promotes or hinders good ethical judgment.

Participants completed an online questionnaire and an ethical dilemma.

Results with UK (Study 1, N = 300) and Australian workers (Study 2, N = 217) revealed that political skill significantly moderated the maverickism-unethical decision-making relationship. Unethical decision-making was highest for those high in maverickism and political skill.

Results highlight that for individuals high in maverickism, political skill facilitates rather than reduces the breaching of ethical norms.

Results show that while political skill has traditionally been seen as adaptive in organizations, being politically skilled can contribute to engaging in unethical behavior.

This research provides a new and interesting view of how being politically skilled can negatively impact ethical behavior and identifies another individual difference variable, maverickism, which predicts unethical behavior.

The purpose of this paper is to explore three key aspects of managerial decision making, namely managerial skills and attitudes, information and performance measurement supporting decision making, and companies' approaches to the management of relationship with their stakeholders.

After giving a broad view of the management practice of the sample, the paper analyzes the differences (by company size, dominant ownership, and performance) of companies according to the routines and attitudes of decision making.

The findings of the research paper suggest that managerial capabilities and skills, and attitudes toward decision making, the information and performance measurement supporting decision making, and companies' approaches to the management of relationship with their stakeholders have a significant impact on the effectiveness of managerial decision making. All these factors play an important role in the competitiveness of the Hungarian companies.

This research was based on a questionnaire. Further investigations would be necessary to check the results by interviews and case studies.

Beyond summarizing the main experiences, the paper draws up some recommendations for the business community reflecting on the successful companies' practice.

The three factors presented by the paper can constitute a possible framework of managerial decision making in further researches.

Possible limitations on the successful formal modeling of human expertise can only be identified if the evolving thought processes involved in acquiring expertise are understood. This paper presents a 5‐stage description of the human skill‐acquisition process, applies it to the skill of business management, and draws conclusions about potential uses and abuses of formal modeling.

The personalities, style and job demands of top ranking police officers have never before been seriously analysed. Here, by using a management development survey, key personality characteristics and the management and interpersonal styles of top ranking officers are identified. The views of chief officers are discussed, together with an examination of the necessary qualities required. Ways in which senior officers can improve their performance through management training and development and how this can assist their professional growth and development, are emphasised.

The purpose of this study was to determine the relationship between the leadership orientations of nurses and their clinical decision-making skills.

This descriptive study was conducted between June and December 2018 on nurses working at three hospitals in Turkey. This study was completed with 1,100 nurses. The Personal Information Form, Leadership Orientation Scale and Clinical Decision-Making Scale in Nursing were used for data collection.

A significant correlation was found between the leadership orientations of nurses and age, sex, institution where they were employed, time spent in the profession, being in a management position and satisfaction with the current unit of employment (p < 0.05), and a significant correlation was found between clinical decision-making skills of nurses and age, sex and occupational status (p < 0.05). Furthermore, a significant correlation was found between the mean scores of the Leadership Orientation Scale and Clinical Decision-Making in Nursing Scale (p < 0.05).

The development of leadership orientations of nurses positively affects their clinical decision-making skills. In this respect, it is important to instill effective leadership orientations in nurses and to incorporate novel training methods in nursing education to develop accurate and timely clinical decision-making skills.