Search results

The purpose of this paper is to examine the relevancy of traditional managerial role frameworks as perceived by practicing managers, and to identify emerging role requirements or skills required for career success.

A mixed-methods approach was conducted including survey research, empirical analysis and semi-structured consensual qualitative research interviews with 259 managers from 200 organizations.

This study demonstrates a widening gap between entrenched organization role constructs and emerging practice-driven role skills. The empirical analysis indicated little to moderate relevancy of traditional role constructs by practicing managers while follow-up interviews revealed new role requirements driven by contemporary market realities and changing managerial motivations. The findings suggest that inclusion of new practice-driven role requirements or skills are likely to be mutually beneficial and influence career success.

The findings may limit the ability to generalize without further comparative analysis in similar/dissimilar economies.

Individuals will benefit by the inclusion of revised role requirements and policies that are designed to support employee-driven needs and “employability” skills that are more consistent with a careerist orientation. The organization will also benefit by having a more highly skilled workforce in key areas of competitive advantage including networking, innovation and opportunity identification.

The value of this examination is twofold. First, it extends the understanding of the diminishing relevancy of traditional managerial roles within a context of major global and social transformation. Second, it underscores the growing importance of “employability” skill sets and capabilities for managerial career aspirants facing new market realities.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb051566. When citing the article, please cite: Robert L. Laud, (1984), “Performance Appraisal and Its Link to Strategic Management Development”, Journal of Management Development, Vol. 3 Iss: 4, pp. 3 - 11.

Faced with the conflict between decreasing productivity and a disenchanted labour market, what opportunities does management have to rebuild a healthy work environment? One solution lies in the ability of management to stimulate work behaviour to meet productivity demands and reward desired behaviour to satisfy individual goals. A recent survey of the appraisal practices of a sample of Fortune 1300 firms revealed an overall acceptance of the concept of Performance Appraisal as a viable methodology for those firms.

The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.

The purpose of this investigation is to identify and examine the tactics and upward mobility strategies utilized by individuals who advanced into leadership positions.

Drawing on both narrative, consensual qualitative research (CQR) and empirical research, the authors conducted in‐depth interviews with 187 leaders from 136 organizations.

This study offers an elaboration on the interrelatedness of career tactics and presents a typology based upon the ranking, bundling and utilization of selected tactics by organization leaders. The analysis produced a framework of four strategic categories: foundation strategies, building self‐brand, being centered and seizing opportunity. The results suggest that the utilization of these strategies is likely to influence career advancement.

This study was confined to individuals who had achieved high level positions which may limit the ability to generalize.

Organization players will benefit by leveraging the upward mobility typology and recognizing the value of proactive preparedness and career self‐management. Inclusion of this tactical framework will also enhance the effectiveness of organization leadership, mentoring and career counseling programs.

The value of this study is twofold. First, it contributes to understanding of advancement tactics in the limited, and often inconclusive, research on upward mobility and predeterminants. Second, it underscores the importance of career tactics in the thought processes of career aspirants faced with a hypercompetitive market.

Management development in the US has now reached its most critical stage in the past three decades. As we are presently emerging from a nation‐wide recession, which has left in its wake disemployed white and blue collar workers on all organisational levels, a depletion of management resources necessary for organisational reconstruction and the re‐engagement of the skilled and talented in our workforce, human resources professionals throughout the country are planning for a concerted effort to influence corporate leaders to take action on implementing practical management development programmes based on quality of content and delivery which encompass an array of professional managerial disciplines.

Argues that Humphrey’s tearoom trade study, misinforms readers as much as it informs, regarding moral and ethical foundations for research with human subjects. States that Humphrey’s tearoom study made significant positive contributions to the population he studied. Concludes that few studies in sociology have accomplished as much in a single work.

The ‘Terrible Mother’ traditionally connotes monstrous aspects of motherhood and devouring femininity, encompassing two stereotypical representation of women in myth, fairy tale and fantasy: The Seductress and the Wicked stepmother. The Seductress personifies female malevolence and is characterized as rebellious, manipulative and relentless. Furthermore, she often adopts male aggressiveness, especially sexual, thus usurping male prerogative. Ironically, the temptress is condemned for exhibiting traits which the male hero is lauded for, while also embodying a warning to other women regarding their fate should they rebel against male authority. These narrative strands converge in Cersei, who becomes an embodiment of male anxiety and stands as the chief moral foil and greatest sociopolitical threat to male hegemony.

Concomitantly, Cersei plays the part of the wicked stepmother to Sansa Stark, the series' archetypal damsel in distress. Like Sansa, Cersei began with starry-eyed dreams of womanhood, but quickly grew disillusioned. Despite this, Cersei subjects Sansa to the same injustices she suffered. This re-enactment of her own mistreatment situates Cersei as the female accomplice to the patriarchy. Yet, Cersei also attempts to educate Sansa about women's position vis-à-vis the patriarchy and the tools at their disposal, thus layering the role of the wicked stepmother. Furthermore, Cersei's narrative is complicated as she becomes a point of view character: her focalization becomes a fertile ground for myriad challenges to an androcentric culture, opening avenues for social criticism and possible reimagining of gender roles.