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Book part
Publication date: 11 October 2017

Markus Mykkänen and Marita Vos

This chapter seeks to better understand the skills and competencies that public relations (PR) professionals use in contributing to organisational decision-making

Abstract

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.

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How Strategic Communication Shapes Value and Innovation in Society
Type: Book
ISBN: 978-1-78714-716-4

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Article
Publication date: 31 May 2011

James D. Hess and Arnold C. Bacigalupo

Little research has been contributed to how the behaviors associated with emotional intelligence may be practically applied to enhance both individual and group…

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20864

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality/value

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.

Details

Management Decision, vol. 49 no. 5
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 23 May 2008

Zita Zoltay Paprika, Agnes Wimmer and Richard Szanto

The purpose of this paper is to explore three key aspects of managerial decision making, namely managerial skills and attitudes, information and performance measurement…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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

Practical implications

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

Originality/value

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

Details

Competitiveness Review: An International Business Journal, vol. 18 no. 1/2
Type: Research Article
ISSN: 1059-5422

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Article
Publication date: 25 November 2020

Elliroma Gardiner and Jonas Debrulle

Across two studies, the current research investigates whether individuals high in maverickism, which incorporates tendencies of creativity, risk-taking, goal-orientation…

Abstract

Purpose

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.

Design/methodology/approach

Participants completed an online questionnaire and an ethical dilemma.

Findings

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.

Research limitations/implications

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

Practical implications

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

Originality/value

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.

Details

Management Decision, vol. 59 no. 8
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 1 December 1994

Zhong‐Ming Wang

Reports the results of a field study on managerial decision making andcompetence utilization in Chinese enterprises. The results showed thatthe participative decision

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2021

Abstract

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.

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Journal of Managerial Psychology, vol. 9 no. 7
Type: Research Article
ISSN: 0268-3946

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Article
Publication date: 15 February 2013

David A. Griffith and Jessica J. Hoppner

Although a great deal of research has focused on global marketing strategy development and implementation, little research has focused on the global marketing managers…

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11962

Abstract

Purpose

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.

Design/methodology/approach

A conceptual model is developed with coinciding propositions.

Findings

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.

Practical implications

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.

Originality/value

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.

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International Marketing Review, vol. 30 no. 1
Type: Research Article
ISSN: 0265-1335

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Article
Publication date: 8 October 2020

Arief Wibisono Lubis

This study examines whether financial literacy is a relevant factor that determines authority in household financial decision-making, an area that is often viewed as…

Abstract

Purpose

This study examines whether financial literacy is a relevant factor that determines authority in household financial decision-making, an area that is often viewed as boring, difficult and full of uncertainties. Cognitive ability and personality traits are also included as additional explanatory variables.

Design/methodology/approach

The logistic regression technique was applied using a sample of more than 2,300 microfinance institutions' clients in three provinces in Indonesia.

Findings

This study finds that financial literacy correlates positively with authority in household financial decision-making only among men. This does not mean that financial literacy is irrelevant for women's agency, since the skill might be important for authorities in other decision-making areas, including those outside households. Meanwhile, the relationship between cognitive ability and household financial decision-making authority is more universal.

Research limitations/implications

This study does not collect information on the levels of financial literacy of other household members and does not capture respondents' perceptions of household financial decision-making.

Social implications

The overall low level of financial literacy calls for the need for more targeted efforts to address this issue by policymakers. Education policy should also be designed to improve cognitive ability, as this ability is important for human agency and well-being.

Originality/value

Household decision-making has received significant attention in the literature. Authority in household decision-making is important because it represents a person's agency and has a profound impact on well-being. To the best of author's knowledge, studies on the importance of skills in household financial decision-making are very limited.

Details

International Journal of Social Economics, vol. 47 no. 11
Type: Research Article
ISSN: 0306-8293

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Article
Publication date: 16 March 2012

Serge Poisson‐de Haro and Gokhan Turgut

The purpose of this paper is to explore the use of simulations in strategy teaching. The authors’ conceptualization is built upon the benefits and limitations of…

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2212

Abstract

Purpose

The purpose of this paper is to explore the use of simulations in strategy teaching. The authors’ conceptualization is built upon the benefits and limitations of simulations by establishing a link between the skills required to be a competent manager and the capacity of simulations to develop them.

Design/methodology/approach

Using deductive theory building, the authors pinpoint the shortcomings of simulations, and offer a framework categorizing managerial skill development using simulations to teach strategic management.

Findings

The authors propose a new perspective on the use of simulations to teach strategic management by elaborating on their effectiveness in developing soft skills related to social issues often overlooked in simulations’ learning outcomes. The framework provides propositions concerning the ability of simulations to develop both soft (societal and human) and hard skills (technical and conceptual) needed by managers.

Research limitations/implications

Literature shows that computer‐based platforms significantly increase the learning process. While such tools are widely used in teaching hard skills for decision making, they are relatively absent from teaching soft skills for decision making. Future studies should empirically explore the extent to which computer‐based platforms help cultivate soft skills.

Practical implications

Simulations are one of the most praised learning tools by management students. MBA administrators and strategy instructors would benefit from improved simulations that take into account the social environment surrounding managers. Expanded simulations, then, might lead to better preparation of management candidates for their tasks. In addition, simulation developers may find guidance in the authors’ conceptualizations to construct more effective teaching aids.

Originality/value

Contrary to the mainstream literature that focuses on hard‐skill development through simulations, this study calls attention to simulations’ capacity to foster the soft‐skills required to be a competent manager.

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Article
Publication date: 5 June 2017

Geir Thompson, Robert Buch and Bård Kuvaas

Research has demonstrated that political skill is associated with leadership effectiveness. However, the field still lacks understanding of how political skill makes…

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1608

Abstract

Purpose

Research has demonstrated that political skill is associated with leadership effectiveness. However, the field still lacks understanding of how political skill makes leaders more effective. The purpose of this paper is to contribute to the political skill literature by investigating a specific mechanism through which political skill may relate to follower commitment.

Design/methodology/approach

The study population was drawn from 148 supervisors and 988 subordinates from top, middle and operational levels in the business organizations.

Findings

Structural equation model analysis showed that political skill was positively related to Participation in decision making (PDM) and PDM was positively related to organizational commitment (OC). Furthermore, political skill indirectly predicted OC via PDM. In addition, the direct relationship between political skill and OC was not significant, suggesting “full” mediation. Finally, politically skilled leaders’ desire to encourage followers to participate in decision making was amplified by their ability to build strong, beneficial alliances and coalitions, resulting in increased social capital and even greater influence.

Practical implications

Involving subordinates in decision processes is likely to inspire trust and confidence, promote credibility, help develop a favorable relationship with the leader and enhance pride of participation in the organization.

Originality/value

The findings in the present study are of great importance for future research on political skill. It may change the approach for testing the validity of the theory by focusing on influence tactics. This approach will, in the authors’ view, constitute the future research avenue for research on political skill.

Details

Personnel Review, vol. 46 no. 4
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 1 May 1973

JOHN WELLENS

So far, in this Vulcan series, I have described how the analytical movement brought about a clearer appreciation of the nature of physical skills. There are several…

Abstract

So far, in this Vulcan series, I have described how the analytical movement brought about a clearer appreciation of the nature of physical skills. There are several distinct concepts. First comes the separation of job knowledge from the skills. Job knowledge consists mainly of comprehension — an understanding of certain basic principles, theories, properties of the materials being processed, knowledge of how to calculate cutting speeds and rates of feed and so on. Skill is the mastery of the performance which operates on the actual workpiece or process. Job knowledge, being a form of comprehension, implies that the mental activity is conscious. Skill, while at the early developmental stage consciously‐controlled, is not truly a skill until most of the activity is adapted to take place within the subconscious level. The early stages of skill training communicate performance consciously but the function of repetitive exercises is to turn this conscious activity into a subconscious activity. The second principle is that skill performance is a sensori‐motor activity: that the performer is processing sensory information coming in from the task and that he uses the sensory input to control the motor or doing activity in continuous feed‐back. The contribution of the skills analyst has been to explore more fully the nature of the sensory feed‐back and to place this new knowledge at the disposal of the trainer, who previously had tended to concentrate almost exclusively on the actual doing part of performance. The third principle has to do with that sixth sense known as the kinaesthetic sense or the feel of the job when it is being properly performed. A fourth principle concerns the over‐riding importance of job analysis: the concept that training cannot be correctly designed without the task itself being analysed first. A fundamental point of job analysis is that it can be carried out at different levels of penetration and that one skill the trainer himself has to acquire is the ability to make the correct choice of that form of analysis which will optimise his results but minimise his use of effort and other resources.

Details

Industrial and Commercial Training, vol. 5 no. 5
Type: Research Article
ISSN: 0019-7858

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