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1 – 10 of 42Mohammed Al‐Madhoun and Farhad Analoui
This paper assesses the contribution of management training and development programmes (MTPs) to the development of managerial skills in small and medium enterprises (SMEs)…
Abstract
This paper assesses the contribution of management training and development programmes (MTPs) to the development of managerial skills in small and medium enterprises (SMEs). Different sets of variables were used to explore the managers’ skills development by dividing the managerial skills into three main categories: self, people, and task‐related skills. After the peace agreement, many training programmes were established in the Palestinian Territories in order to solve managerial weakness, and these almost always use off‐the‐job training. A combination of survey questionnaire and interviews were used to collect the primary data (field study). The target respondents for this first time study were the managers of SMEs who participated in the MT courses. The results of the study highlighted the presence of clusters of managerial skills for SME managers and supported the evidence in the literature suggesting that managerial skills should be analysed as a system of interrelated skills.
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The purpose of this paper is to review a collection of research papers concerned with challenges commonly faced when initiating, implementing and evaluating the results of reform…
Abstract
Purpose
The purpose of this paper is to review a collection of research papers concerned with challenges commonly faced when initiating, implementing and evaluating the results of reform in an international context.
Design/methodology/approach
A review of the literature on reform, mainly in the public sector, was undertaken.
Findings
Reform, in particular within the public sector, has been undertaken in many countries and has proved to be challenging and difficult to manage. The challenges involved in managing reform, as experienced by Western as well as developing economies, have many aspects in common. These include the need to pay attention to appropriate structure, relevant skills and competencies, legislative support, appropriate behaviour and attitudes, and most importantly a visionary leadership.
Originality/value
The reform experiences and concepts documented and reviewed in these papers are original in nature and offer value to scholars, researchers and students of public administration, government, as well as reform policy makers and practitioners.
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Farhad Analoui and Azhdar Karami
Developing a mission statement has been considered a crucial factor in the formulation of business strategy in organisations. The mission statement promotes a sense of shared…
Abstract
Developing a mission statement has been considered a crucial factor in the formulation of business strategy in organisations. The mission statement promotes a sense of shared expectations in employees and, not surprisingly, it has recently been regarded as increasingly important in small‐ and medium‐sized enterprises (SMEs) in the electronic industry. One major reasons for this is the growing complexity and dynamic competitive environments in which these enterprises have operated and managed to find themselves. Mission statements have become a management tool most commonly used by chief executive officers (CEOs) over the last decade. One exercise that both academics and practitioners have deemed strategically critical to the success of an enterprise is the development of a meaningful mission statement. This article explores the perceptions of CEOs of their mission statement in SMEs. It is based on the findings of recent research in 508 firms in the electrical and electronic industry in the UK. The study, amongst other things, investigated the existence and content of the mission statements and, accordingly, it determines the relationships (if any) between a SME’s development of a meaningful mission statement and selected performance outcomes of the firm.
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The paper aims to highlight the challenges faced by international organisations such as the United Nations when facing the ever‐changing demands for change through the adoption of…
Abstract
Purpose
The paper aims to highlight the challenges faced by international organisations such as the United Nations when facing the ever‐changing demands for change through the adoption of a holistic reform process.
Design/methodology/approach
The paper uses the UN as a case for understanding the reform process undertaken by international organisations. Based on the evidence in hand both from the UN and the literature on public sector reform, leadership and governance, a case has been prepared for the development of a holistic model for achieving the goals of an effective and sustainable reform.
Findings
The evidence supports the view that attention ought to be paid to treating international organisations such as the UN as operating in an open system environment where there is a constant need for adaptation to the environment and adoption of change. To achieve this, attention should be paid to the development and capacity building of human resources, whose changing values, behaviour and attitudes are of the utmost importance for the success of reform.
Originality/value
The paper proposes a realistic model for bringing about change and reform in international organisations. It provides a useful framework for all major international organisations, including large public sector institutes and international donor agencies, to follow.
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Farhad Analoui, Seyed Mohmmad Moghimi and Hossein Khanifar
In Iran the role of entrepreneurs in developing communities is considered to be a special issue by planners and policy‐makers; thus the aim of this paper is to explore and examine…
Abstract
Purpose
In Iran the role of entrepreneurs in developing communities is considered to be a special issue by planners and policy‐makers; thus the aim of this paper is to explore and examine some of the main structural, behavioural and environmental barriers faced by entrepreneurs in Iranian public industrial corporations.
Design/methodology/approach
A survey (questionnaires and interviews), observation and available documentation formed the main methods (triangulation) for the generation of relevant data. Thirteen public organisations responsible for social affairs in the country's budget document were involved. Using an unlimited sampling formula and a categorised random sampling method 220 organisations were accessed, from which 169 questionnaires were received and analysed.
Findings
There is a direct relationship between managerial characteristics and organisational entrepreneurship. Also, there is a significant correlation between employees' characteristics and organisational entrepreneurship in public social cultural organisations. However, a host of constraints such as low income and a lack of research have caused a decrease in organisational entrepreneurship.
Research limitations/implications
The survey is concerned with managers in public organisations. Future studies should include private‐sector organisations, which ought to provide a basis for comparative analysis.
Practical implications
There is a need for sustained structural and managerial reform. To achieve this, realistic human resource development policies should be formulated which lead to changes of attitude and behaviour in managers.
Originality/value
This is a first attempt to study managers and their entrepreneurial tendencies in public sector organisations. It has policy implications for future development of the sector.
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Anton Robert Sabella and Farhad Analoui
The purpose of this paper is to explore the nature and extent of management development and training in Palestinian telecommunication organizations using a basic trichotomous…
Abstract
Purpose
The purpose of this paper is to explore the nature and extent of management development and training in Palestinian telecommunication organizations using a basic trichotomous (three-stage) model: needs assessment, training development, and evaluation.
Design/methodology/approach
A survey questionnaires supported by semi-structured interviews was conducted to capture and corroborate the issues raised by middle and senior managers. Subsequently, the valid data were analysed using Statistical Package for the Social Sciences and was tabulated for the purpose of interpretation and comparison with the findings available from literature.
Findings
Despite the systematic approach to training and development, the findings revealed inadequacy deriving from heavy emphasis on conventional methods throughout the three stages particularly the formal in-house training; the current system does not offer a holistic approach to meet the challenging needs for management development.
Research limitations/implications
The study adopts an exploratory in depth empirical investigation in Palestinian telecommunication organizations, it provides insight into management training and development in the private sector in Palestine. It has profound theoretical and practical implications for the increased effectiveness of management in the region and beyond.
Practical implications
The use of trichotomous approach explores the entire process, rather than implementation alone, thus the findings will have practical implications for the researcher and practitioners to design, implement, and systematically appraise the effectiveness of training development initiatives.
Originality/value
This paper offers both professionals and academics a fresh perspective on training and development in Palestinian telecommunication organizations; it highlights the importance of such activity, and stresses on the need for the design of programmes that can adequately incorporate the individual and corporate needs for development.
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Farhad Analoui, Abdulla A. Ahmed and Nada Kakabadse
This paper seeks to report on the findings of a recent study which explores the ways/factors which influence and/or determine the effectiveness of the senior management in the…
Abstract
Purpose
This paper seeks to report on the findings of a recent study which explores the ways/factors which influence and/or determine the effectiveness of the senior management in the Muscat Municipality, Oman, by assessing the perception of senior managers concerning the influences (parameters) on their effectiveness.
Design/methodology/approach
The research has utilized a combination of qualitative and quantitative methodologies. Analoui's model of “eight parameters for effectiveness” has been used as a basis to explore the awareness, perceptions, skills, organizational standards, motivation, degree of demands and constraints, and the presence of choices and opportunities for effectiveness.
Findings
Analoui's model of “managerial effectiveness” is applicable to the public sector in Oman. Senior managers are aware of their own effectiveness and better understanding of their effectiveness requires paying attention to the identified parameters and contexts in which they perform their tasks. Unfortunately, little attention has been paid to their management development.
Practical implications
It is suggested that senior managers should be enabled: to communicate effectively with other people; to manage their own time and use it effectively; to make decisions/resolve problems; and to lead and motivate employees effectively at work. The reward system needs revising and a learning environment ought to be established to foster transformational leadership.
Originality/value
This first time study contributes to the present stock of knowledge and understanding of the subject by contextualising the concept of “managerial effectiveness” in Oman's public sector.
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Grace C. Khoury and Farhad Analoui
Appraisal is recognised as a crucial step towards the development of human resources and their performance. This article proposes an integrated, innovative model for managing the…
Abstract
Appraisal is recognised as a crucial step towards the development of human resources and their performance. This article proposes an integrated, innovative model for managing the performance appraisal process of full‐time faculty members at the Palestinian public universities in the West Bank. The integrated model SOFIA is a result of an empirical study of the impact of performance appraisal process on faculty members in five major universities. In constructing this model, several issues including setting a clear institution’s strategy, participation in goal setting, coaching, two‐way communication between faculty members and their superiors, feedback, developing and rewarding faculty members have been emphasised. Also, it is recommended that external factors that may influence faculty members’ performance, appraisers’ training and top management support and ownership of the process must be seriously considered. The obstacles to the application of the proposed performance model and possible solutions have been explored. In light of the above, relevant conclusions have been reached.
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Azhdar Karami, Farhad Analoui and John Cusworth
The notion, that people management can be a key source of sustained competitive advantage, calls for the integration of Human Resource Management (HRM) and business strategy. Not…
Abstract
The notion, that people management can be a key source of sustained competitive advantage, calls for the integration of Human Resource Management (HRM) and business strategy. Not surprisingly, the main debate in HRM is nowadays concerned with the relationship between strategic management and employee relations in the firm and therefore strategic HRM focuses on the overall direction of the organisation in pursuit of its stated goals and objectives. This paper explores the above relationship in the electronic manufacturing industry. It is based on empirical evidence and the findings of a survey of senior managers’ perception and views on strategic HRM.It is concluded that increasing core competencies of the firm, in particular HR, is one of the key elements to the success of the firm performance and that HR involvement in the development and implementation of business strategy leads to organisational effectiveness in this industry.
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Workplace conflict can take various forms, though only the mostvisible forms such as strikes, labour turnover and absenteeism havereceived attention. Unconventional forms such as…
Abstract
Workplace conflict can take various forms, though only the most visible forms such as strikes, labour turnover and absenteeism have received attention. Unconventional forms such as sabotage, pilferage and disruption have, by and large, been neglected. In its analysis here offers a novel behavioural framework which includes the actors, their behavioural strategies and the motives behind their choices of action. Concludes that, for managers as leaders, it is vital to gain a better understanding of workplace conflict, its varied conventional and unconventional expressions and its management. This can only be made possible if the role of the people, as choice makers, when choosing from among the options open to them for expressing discontent, is understood.
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