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Article
Publication date: 1 January 1977

Roger Stuart and John Burgoyne

In our previous paper we developed a taxonomy of managerial skills and qualities; reported a modest research study giving some evidence for the validity of the taxonomy;…

Abstract

In our previous paper we developed a taxonomy of managerial skills and qualities; reported a modest research study giving some evidence for the validity of the taxonomy; and presented some further empirical evidence about the sources from which the managers we have investigated acquired these skills and qualities.

Details

Personnel Review, vol. 6 no. 1
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 1 April 1993

In this special abtracts edition of the Journal of European Industrial Training, material has been selected from a wide range of international journals which form part of…

Abstract

In this special abtracts edition of the Journal of European Industrial Training, material has been selected from a wide range of international journals which form part of the Andar coverage list. Such an editon provides an ideal forum to expose industrial trainers to a wide variety of relevant articles, some from journals with which there may be familiarity, others, the RSA Journal for example, which may be less well known, but on occasion provide quality, pertinent information, of interest to those involed in industrial training.

Details

Journal of European Industrial Training, vol. 17 no. 4
Type: Research Article
ISSN: 0309-0590

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Article
Publication date: 1 April 2006

John Holland

This paper aims to explore how fund managers (FMs) deal with major problems of ignorance and uncertainty in stock selection and in asset allocation decisions.

Abstract

Purpose

This paper aims to explore how fund managers (FMs) deal with major problems of ignorance and uncertainty in stock selection and in asset allocation decisions.

Design/methodology/approach

Interviews were conducted with 40 fund managers in the period October 1997 to January 2000. A seven stage approach was adopted to sift through and process the large volumes of case data. The interview case data formed the basis for identifying common patterns and themes across the cases.

Findings

The case data revealed the nature of this private information agenda concerning intellectual capital or intangibles and the dynamic connections between these variables in the value creation process. The case data provided insight into how the book value and market value gap arose and the special role of information on intangibles and intellectual capital in valuing the company.

Practical implications

The fund management behaviour has important implications for regulatory policy issues on insider information, on corporate disclosure, the corporate governance role of financial institutions, and for the governance of financial institutions.

Originality/value

The paper focuses on issues of importance in an increasingly concentrated and global FM industry.

Details

Managerial Finance, vol. 32 no. 4
Type: Research Article
ISSN: 0307-4358

Keywords

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Article
Publication date: 1 October 2006

Dilani Jayawarna, Allan Macpherson and Alison Wilson

In this paper empirical research is presented that investigates managers' perceptions of a variety of component management skills and techniques. The aim is to identify…

Abstract

Purpose

In this paper empirical research is presented that investigates managers' perceptions of a variety of component management skills and techniques. The aim is to identify which management development needs manufacturing SME managers perceive as most important for their continued development, and to consider contextual factors that might impact on those perceptions.

Design/methodology/approach

A cross sectional survey of 198 UK small‐medium manufacturing firms is reported using factor analysis, linear regression test, ANOVA, Chi‐square and simple descriptive statistics.

Findings

The paper finds that managers of small‐medium sized manufacturing enterprises perceive six discrete and important areas where management development is necessary. The results indicate that development needs change as the firm grows, but the relationship is more complex than stage models of growth suggest. In particular, there are key leverage points where the perceptions of skills need change. Research is needed on the influence of a variety of contextual variables that might impact on perceptions of SME management development needs.

Originality/value

This research has provided an insight into the management development component skills and techniques for manufacturing SMEs.

Details

Education + Training, vol. 48 no. 8/9
Type: Research Article
ISSN: 0040-0912

Keywords

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Article
Publication date: 1 November 2001

Kwai‐Sang Chin, Kit‐Fai Pun and Hong‐Ming Hua

The development, maintenance and improvement of quality efforts rest significantly on several internal and external enablers that encompass the building of quality

Abstract

The development, maintenance and improvement of quality efforts rest significantly on several internal and external enablers that encompass the building of quality infrastructure, changes in quality culture, transfer of technology, skills and management, integration of quality management practices, and so on. This paper reviews the contemporary quality concepts, and presents a glimpse into the major developments in the quality management domain in China. China’s experiences verified that the transformation process has gone through several phases, and finally attained the synergy of total quality management and compliance requirements of internationally recognized standards. China’s quality transformation efforts have been promoted through legislation and by the building of an institutional infrastructure. Moreover, the Chinese Government has played a directive role in shaping the context and institutional structure of Chinese enterprises and affecting the quality transformation efforts throughout the country.

Details

International Journal of Quality & Reliability Management, vol. 18 no. 8
Type: Research Article
ISSN: 0265-671X

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Article
Publication date: 28 January 2011

Ashish Malik and Venkataraman Nilakant

The purpose of this paper is to examine the factors that influence training decision making in small and medium enterprises (SMEs) in India's IT‐enabled business process…

Abstract

Purpose

The purpose of this paper is to examine the factors that influence training decision making in small and medium enterprises (SMEs) in India's IT‐enabled business process outsourcing industry.

Design/methodology/approach

The research strategy employed is a case study. Data from semi‐structured interviews, organizational documents, and non‐participant observation are analysed.

Findings

The inclusive theoretical approach uncovers novel explanations through the complex interaction that occurs between various internal and external factors that shape the nature and extent of training provision in SMEs in the context of a developing country. In SMEs, enterprise training can take a variety of forms – formal, informal, and incidental. The final training provision is shaped by high employee turnover, the complexity of the process, client specifications, and the presence of certain organizational capabilities.

Research limitations/implications

Although a multi‐case embedded design was followed, the results and findings cannot be generalized to a wider population. Findings are generalized to the literature on the drivers of training.

Practical implications

The paper's findings allow practitioners to utilize scarce resources effectively, particularly for where SMEs are operating in a dynamic outsourcing environment.

Originality/value

This paper extends the current academic and policy discourses on formal and informal training in SMEs by reporting findings from a new context – India's dynamic outsourcing environment. Novel explanations are offered of how SMEs that outsource business process offshore meet their skill development needs.

Details

Management Research Review, vol. 34 no. 1
Type: Research Article
ISSN: 2040-8269

Keywords

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Article
Publication date: 1 November 1997

Brenda Hall‐Taylor

Observes that over the past two decades a body of literature on perceived differences in the management skills of men and women has emerged. Demonstrates, in a detailed…

Abstract

Observes that over the past two decades a body of literature on perceived differences in the management skills of men and women has emerged. Demonstrates, in a detailed examination of sex/gender differences literature, that attempts to establish differences in management style and behaviour are inconclusive. Locating the article within feminist post‐structuralism, argues that it is important to focus not on the results of the sex/gender differences literature, but on its function and effects. Feels that the sex/gender differences literature functions to construct women’s management skills and its effects are to both regulate and marginalize women in senior management.

Details

Women in Management Review, vol. 12 no. 7
Type: Research Article
ISSN: 0964-9425

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Article
Publication date: 1 October 2007

Richard Beinecke and Justin Spencer

Public administration faces a crisis in leadership and new leaders need to be trained to fill the gap. Leadership theory and models are reviewed in the light of this…

Abstract

Public administration faces a crisis in leadership and new leaders need to be trained to fill the gap. Leadership theory and models are reviewed in the light of this. Based on a study of training programmes in eight countries, core leadership competencies are identified within the ‘Leadership and Management Skill Set’. A further review identified differences in the competencies and training needed for senior, middle and line managers.

Details

International Journal of Leadership in Public Services, vol. 3 no. 3
Type: Research Article
ISSN: 1747-9886

Keywords

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Article
Publication date: 31 May 2013

Azmawani Abd Rahman, Siew Imm Ng, Murali Sambasivan and Florence Wong

Training alone is not sufficient to enhance organizational effectiveness to a greater level because not all knowledge obtained from the training is properly transferred and

Abstract

Purpose

Training alone is not sufficient to enhance organizational effectiveness to a greater level because not all knowledge obtained from the training is properly transferred and applied to the organization. This study aims to investigate whether efforts invested by Malaysian manufacturers in employee training and knowledge transfer affect organizational effectiveness.

Design/methodology/approach

This study adopted a quantitative research design. The questionnaire developed for this study captured the training related to individual/managerial skills, the knowledge management process in place to capture and apply the knowledge obtained through training, and the organizational effectiveness. A closed‐ended online survey was sent to 1,000 members of the Federation of Malaysian Manufacturers (FMM) throughout Malaysia and 88 manufacturers responded. The unit of analysis was an organization.

Findings

The study found the following: training employees to acquire individual/managerial skills and process skills helps in improving organizational effectiveness; knowledge application and knowledge protection interact with individual/managerial skills training to improve organizational effectiveness; and knowledge acquisition, knowledge application and knowledge protection interact with process skills training to enhance organizational effectiveness.

Practical implications

Organizations are urged to devise training modules depending on the needs of individual employees, create an environment that will encourage the trained employees to apply their skills (knowledge), and develop policies to retain these employees.

Originality/value

This paper addresses an important and not so well researched issue. It analyzes the interactions between the dimensions of knowledge management practices and type of training in improving the organizational effectiveness of manufacturing firms in Malaysia.

Details

European Journal of Training and Development, vol. 37 no. 5
Type: Research Article
ISSN: 2046-9012

Keywords

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Article
Publication date: 10 July 2018

Simon Kratzer, Patrick Lohmann, Maximilian Roeglinger, Lea Rupprecht and Michael zur Muehlen

The design and execution of business processes are important drivers of organizational performance. Organizations design their operations around cross-functional processes…

Abstract

Purpose

The design and execution of business processes are important drivers of organizational performance. Organizations design their operations around cross-functional processes adopting business process management (BPM) methods, tools and systems. This often involves assigning BPM accountability to senior executives such as the chief operating officer (COO), chief information officer (CIO), or chief technology officer (CTO). Some organizations appoint a chief process officer (CPO), a phenomenon raising important questions about the skills and responsibilities of this position within the top management team. The purpose of this paper is to conduct an empirical study to explore the skills and responsibilities of CPOs and differences to other executives.

Design/methodology/approach

The authors conducted an exploratory content analysis of job resumes from LinkedIn.com to investigate the skills and careers of individuals appointed as COO, CIO, CTO and CPO in organizations from different industries and sizes. The content analysis was complemented with expert interviews of CPOs to obtain rich insights into their perception of the responsibilities of this position.

Findings

CPOs possess a unique skill set to serve as change agents. Their skills enable them to serve as integrators and influencers across managerial ranks and corporate functions. COOs, CIOs and CTOs possess more specialized skills related to their corporate function, whereas CPOs are more generalists who facilitate process-oriented strategy and execution, driving cultural change throughout the organization. These findings are consistent across industry and size.

Originality/value

This is the first paper to examine the CPO position in relation to other senior executive positions. Hence, it addresses an important gap in the BPM literature which can help organizations to make informed decisions whether they need a CPO position or have it become a part-time role of one of their existing C-level positions.

Details

Business Process Management Journal, vol. 25 no. 4
Type: Research Article
ISSN: 1463-7154

Keywords

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