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Article
Publication date: 9 February 2018

Zhanming Liang, Peter F. Howard, Sandra Leggat and Timothy Bartram

The importance of managerial competencies in monitoring and improving the performance of organisational leaders and managers is well accepted. Different processes have…

Abstract

Purpose

The importance of managerial competencies in monitoring and improving the performance of organisational leaders and managers is well accepted. Different processes have been used to identify and develop competency frameworks or models for healthcare managers around the world to meet different contextual needs. The purpose of the paper is to introduce a validated process in management competency identification and development applied in Australia – a process leading to a management competency framework with associated behavioural items that can be used to measure core management competencies of health service managers.

Design/methodology/approach

The management competency framework development study incorporated both qualitative and quantitative methods, implemented in four stages, including job description analysis, focus group discussions and online surveys.

Findings

The study confirmed that the four-stage process could identify management competencies and the framework developed is considered reliable and valid for developing a management competency assessment tool that can measure management competence amongst managers in health organisations. In addition, supervisors of health service managers could use the framework to distinguish perceived superior and average performers among managers in health organisations.

Practical implications

Developing the core competencies of health service managers is important for management performance improvement and talent management. The six core management competencies identified can be used to guide the design professional development activities for health service managers.

Originality/value

The validated management competency identification and development process can be applied in other countries and different industrial contexts to identify core management competency requirements.

Details

Journal of Health Organization and Management, vol. 32 no. 2
Type: Research Article
ISSN: 1477-7266

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Article
Publication date: 19 July 2011

Michael K. Muchiri, Ray W. Cooksey, Lee V. Di Milia and Fred O. Walumbwa

This paper seeks to examine gender‐ and management‐ level differences in perceptions of effective leadership within a framework of new leadership models that focus on the…

Abstract

Purpose

This paper seeks to examine gender‐ and management‐ level differences in perceptions of effective leadership within a framework of new leadership models that focus on the processes of influencing self and others rather than leadership based on hierarchy.

Design/methodology/approach

A self‐report questionnaire was distributed to a sample of council employees. The responses were analysed using thematic matrix displays.

Findings

Males and non‐management employees (when compared with female and management) perceived effective leadership as that which emphasises fairness, equality and honesty, develops staff, fosters workplace harmony, and is trustworthy. Female employees emphasised communication, decision‐making ability, and supporting the leader as being important to how a work unit could contribute to organizational leadership effectiveness. Employees at the management level underscored vision, supporting the leader, and integrity as being important to how a work unit could contribute to organizational leadership effectiveness. Female and non‐management employees highlighted employee development, contingent reward, communication and vision as being central to how organizational leadership could contribute to the effectiveness of the work unit.

Originality/value

Unlike the literature that differentiates between charismatic and transformational forms of leadership, this paper views these two constructs as both being components of transformational leadership.

Details

Leadership & Organization Development Journal, vol. 32 no. 5
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 1 February 2005

John A. Parnell

To examine how a manager's strategic philosophy is influenced by his or her management level in the organization.

Abstract

Purpose

To examine how a manager's strategic philosophy is influenced by his or her management level in the organization.

Design/methodology/approach

Scales are developed to measure managers' philosophical perspectives along three key dimensions and tested with 289 managers in the United States. Refined scales are administered to 237 managers.

Findings

A manager's level in the organization influences his or her strategic philosophy. As compared to middle‐and lower‐level managers, top managers were more likely to view strategy formulation as an art, to emphasize strategic flexibility as opposed to strategic consistency, and to see strategy as top‐down process.

Research limitations/implications

No single strategic philosophy is suggested as the optimal perspective. In addition, there are multiple possible explanations for the findings. Additional research is needed. Recognizing differences in strategic philosophy can also enhance training and development efforts at the lower and middle management levels.

Practical implications

Findings lend support to the notion that one's strategic philosophy is not independent of one's management position and suggests that managers at each level may adopt perspectives that facilitate the managerial responsibilities at that level.

Originality/value

This paper provides empirical evidence for a nexus between management level and strategic philosophy, a stream of research that received only limited research interest to date.

Details

Management Decision, vol. 43 no. 2
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 26 September 2020

Timothy Oluwafemi Ayodele, Benjamin Gbolahan Ekemode, Sunday Oladokun and Kahilu Kajimo-Shakantu

This study aims to investigate the influence of socioeconomic characteristics as well as organisational profile as predictors of the organisational and career commitments…

Abstract

Purpose

This study aims to investigate the influence of socioeconomic characteristics as well as organisational profile as predictors of the organisational and career commitments of real estate employees in the employment of private estate surveying and valuation firms.

Design/methodology/approach

A total of 333 closed-ended questionnaires were administered on estate surveyors and valuers practicing in private real estate firms in Lagos State, Nigeria, out of which 124 (37.2%) were retrieved and found suitable for analysis. The data were analysed using frequencies, percentage, mean rating, one sample t-test and ANOVA.

Findings

The findings showed that though the male real estate employees rated a higher level of organisational commitment than their female counterparts, the female employees showed a higher level of career commitment. Besides, the results showed that across both genders and on an overall basis, there was a significant relationship between career commitment and organisational commitment. Also, while demographic factors such as age, management level and professional qualification have a statistically significant relationship with career commitment, factors relating to marital status, academic qualification, management level and firms’ year of the establishment were statistically significant with employees’ organisational commitment.

Practical implications

The study deepens the understanding of the influence of demographic and firms’ correlates in explaining the performance of real estate employees in Nigeria, an emerging African market, where issues of absenteeism, poor remuneration and low retention appear prevalent.

Originality/value

To the best of the authors’ knowledge, this is the first attempt at examining the influence of demographic variables on the organisational and career commitment of real estate employees in Nigeria.

Details

Journal of Facilities Management , vol. 18 no. 5
Type: Research Article
ISSN: 1472-5967

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Article
Publication date: 24 August 2010

Hayfaa Tlaiss and Saleema Kauser

The purpose of this paper is to address the research gap on Lebanese female managers and to examine female managers' perceptions of their organizations in relation to…

Abstract

Purpose

The purpose of this paper is to address the research gap on Lebanese female managers and to examine female managers' perceptions of their organizations in relation to women's career progression.

Design/methodology/approach

The research was quantitative in nature. A survey questionnaire was used to collect data from 450 female managers. Measures included personal and demographic characteristics, organizational culture, organizational practices, organizational networks, mentoring and role modeling, tokenism, and the usage of wasta.

Findings

Descriptive statistics and analysis of variance were used to explain the results. The results reveal that female managers perceive their career progression to be affected by organizational culture, practices, and networks, while mentoring and tokenism were shown to be less critical. In addition, the women in this sample perceived wasta to be a powerful determinant.

Practical implications

The findings contribute to a wider appreciation of the implicit barriers to women's career development and retention, will help organizations engage with the diversity agenda in this region and provide a better understanding of how these companies and their members can make progress, will help inform managerial interventions to make managers better able to make the most of the issues faced, and will help organizations make a much more concerted effort to manage junior female managers through helping them accelerate in their progression and development.

Originality/value

The paper contributes to the limited literature on women in management in Lebanon as well as the Middle Eastern region in general.

Details

Gender in Management: An International Journal, vol. 25 no. 6
Type: Research Article
ISSN: 1754-2413

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Article
Publication date: 1 April 1996

Chung‐Ming Lau, Gary C. McMahan and Richard W. Woodman

Compares the results of surveys of organizational development (OD) practices among major firms in the United States and Hong Kong. Despite obvious cultural differences

Abstract

Compares the results of surveys of organizational development (OD) practices among major firms in the United States and Hong Kong. Despite obvious cultural differences between the two countries, OD practices were more similar than different. Discusses implications for OD research in international settings and global OD practices.

Details

Journal of Organizational Change Management, vol. 9 no. 2
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 1 November 1997

Andrew Korac‐Kakabadse and Nada Korac‐Kakabadse

Following an overview of the leadership arena, examines completely the lesser explored concept of discretionary leadership with the view that the phenomenon of downsized…

Abstract

Following an overview of the leadership arena, examines completely the lesser explored concept of discretionary leadership with the view that the phenomenon of downsized, delayered organizations will demand even greater discretionary choices and behaviour from the executives and thereby testing the togetherness concept of co‐operation, sharing and working together. A benchmarking survey of the Australian Public Service (benchmarked against a private sector and health management sector database) emphasizes the point of creeping fragmentation in organizations and highlights that the capabilities of cohesion, quality dialogue and cabinet responsibility will be demanded even more from the leadership of today’s organization. Gives attention to understanding, practising and developing today’s private and public sector leaders in the capabilities of discretionary leadership.

Details

Journal of Managerial Psychology, vol. 12 no. 7
Type: Research Article
ISSN: 0268-3946

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Article
Publication date: 13 July 2007

Guofeng Wang, Runtian Jing and Andreas Klossek

The purpose of this study is to examine the relationship between demographic characteristics, job stress, and cognitive and affective conflict faced by Chinese top…

Abstract

Purpose

The purpose of this study is to examine the relationship between demographic characteristics, job stress, and cognitive and affective conflict faced by Chinese top managers and how this conflict is resolved over multiple rounds of conflict situations.

Design/methodology/approach

A questionnaire was designed and submitted to Chinese top managers of firms located in Sichuan Province, PRC. Besides Likert‐type questions concerning demographic characteristics, job stress, and both types of conflict, contextual anchorage method was used to let top managers rank the conflict resolution styles they would prefer for solving a given situation of conflict.

Findings

Data were submitted to hierarchical regression analysis. It was found that age is in negative relation with job stress and that the higher the education level of top managers, the more cognitive conflict they will experience. In turn, the more cognitive conflict, the more affective conflict will be experienced. In addition, it was found that job stress is in positive association with cognitive conflict. Finally and most importantly, the findings indicated that Chinese top managers are inclined to using integrating to handle conflict. This seems to be generally inconsistent with traditional Chinese culture.

Originality/value

The paper accounted for respective calls that proposed to focus on the antecedent conditions of cognitive and affective conflict. Therefore, a framework containing important antecedent factors of conflict was proposed. As a first attempt, it integrated the relationship between job stress and conflict. Most importantly, and also as a first attempt, however, this study sought to identify the conflict resolution styles Chinese top managers applied over multiple rounds of conflict situations, whereas findings additionally differentiate between affective and cognitive types of conflict.

Details

International Journal of Conflict Management, vol. 18 no. 1
Type: Research Article
ISSN: 1044-4068

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Article
Publication date: 19 September 2008

David W. Birchall and G. Giambona

The main aim of this paper is to present the results of a study examining managers' attitudes towards the deployment and use of information and communications technology…

Abstract

Purpose

The main aim of this paper is to present the results of a study examining managers' attitudes towards the deployment and use of information and communications technology (ICT) in their organisations. The study comes at a time when ICT is being recognised as a major enabler of innovation and new business models, which have the potential to have major impact on western economies and jobs.

Design/methodology/approach

A questionnaire was specially designed to collect data relating to three research questions. The questionnaire also included a number of open‐ended questions. A total of 181 managers from a wide range of industries across a number of countries participated in the electronic survey. The quantitative responses to the survey were analysed using SPSS. Exploratory factor analysis using Varimax rotation was used and ANOVA to compare responses by different groups.

Findings

The survey showed that many of the respondents appeared equipped to work “any place, any time”. However, it also highlighted the challenges managers face in working in a connected operation. Also, the data suggested that many managers were less than confident about their companies' policies and practices in relation to information management.

Originality/value

A next step from this exploratory research could be the development of a model exploring the impact of ICT on management and organisational performance in terms of personal characteristics of the manager, the role performed, the context and the ICT provision. Also, further research could focus on examining in more detail differences between management levels.

Details

EuroMed Journal of Business, vol. 3 no. 3
Type: Research Article
ISSN: 1450-2194

Keywords

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Book part
Publication date: 6 August 2018

Xin Jin

This chapter studies the consequences of firm delayering on wages and the wage distribution inside firms. I consider a market-based tournament model with asymmetric…

Abstract

This chapter studies the consequences of firm delayering on wages and the wage distribution inside firms. I consider a market-based tournament model with asymmetric information to endogenize firms’ delayering decisions. My model predicts that when the CEO becomes more productive, firms grow in size. When the CEO becomes sufficiently productive, firms delayer. After delayering, wages at all levels rise and the wage gap between the CEO and the laborers widens. These predictions capture the dynamic process of firms’ structure and size changes and match a set of empirical findings in recent studies that are not well explained by existing theories.

Details

Transitions through the Labor Market
Type: Book
ISBN: 978-1-78756-462-6

Keywords

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