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Article
Publication date: 1 June 1993

Siobhan Alderson

Presents an original top management team‐based approach tomanagement competences. Based on the results of a survey of thousands oftop executives across Europe and many years of…

Abstract

Presents an original top management team‐based approach to management competences. Based on the results of a survey of thousands of top executives across Europe and many years of in‐depth consultancy and research with top executives, presents a practical guide to the key top management team competences identified by top executives as essential to success and to the impact of poor performance in these key competence areas. Additionally, presents the results in a cross‐cultural framework and outlines the need, in an international business environment, for a heightened understanding of the impact of cultural differences in management behaviour, performance, and expectations. Also considers the management development implications of the findings.

Details

Personnel Review, vol. 22 no. 6
Type: Research Article
ISSN: 0048-3486

Keywords

Abstract

Details

Organisational Roadmap Towards Teal Organisations
Type: Book
ISBN: 978-1-78756-311-7

Book part
Publication date: 17 July 2011

Tobias Fredberg, Flemming Norrgren and Abraham B. (Rami) Shani

Increasing market pressures require organizations to rethink the development of change capability. Building a sustainable and flexible organization capable of responding in a…

Abstract

Increasing market pressures require organizations to rethink the development of change capability. Building a sustainable and flexible organization capable of responding in a timely manner to quickly changing customer demands without compromising technological excellence and quality is a complex task. This chapter builds on a five-year study of transformation efforts at a product development unit of Ericsson. The complexity of designing and managing learning mechanisms as both a transformation engine and a way to improve new product development is captured. The chapter points toward the challenges of designing and managing learning mechanisms that enhance organizational agility.

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-78052-022-3

Article
Publication date: 27 October 2023

Ibrahim Alqasmi and Selim Ahmed

The study aims to investigate the nurse job enjoyment and their participation in medical affairs to enchance the quality of patient care in Saudi hospitals. In addition, this…

Abstract

Purpose

The study aims to investigate the nurse job enjoyment and their participation in medical affairs to enchance the quality of patient care in Saudi hospitals. In addition, this study also investigates the management team's role in patient care quality through the mediating effects of nurse job enjoyment and participation in medical affairs.

Design/methodology/approach

The present study used a self-administered survey questionnaire to collect data from registered nurses in Saudi hospitals. In this study, 600 survey questionnaires were distributed online (Google Forms) and received 266 valid responses (44.33% response rate). In addition, SmartPLS-4.0 was applied to validate the research constructs and test the hypotheses via partial least squares structural equation modelling (PLS-SEM).

Findings

The study's findings indicate that the job enjoyment of the nurses and participation in medical affairs have positive and significant effects on the quality of patient care. In addition, the research findings also suggest that the management team of the hospitals has a significant indirect influence on the quality of patient care through the medicating effects of nurse job enjoyment and participation in medical affairs.

Practical implications

The findings of this study also offer various practical implications. This study showed the direct impact of the management team on job enjoyment, medical affairs and patient care quality. Therefore, hospital authorities and policymakers may emphasise clear communication, collaboration, respect and trust for the effective management team in providing higher-quality patient care. The present study suggests that hospital policymakers should strive to create a positive work environment, provide adequate resources, foster team spirit, offer incentives and allow flexible scheduling to ensure higher job enjoyment and increase nurse participation in medical affairs.

Originality/value

This study adds to the growing body of knowledge by investigating the effects of the management team, job enjoyment and nurses' participation in medical affairs on patient care quality. This study also enhances the theoretical depth by exploring the mediating impact of job enjoyment in predicting the relationships between the management team and the quality of care provided to patients. The present study provides guidelines for healthcare service providers or practitioners to focus on the nurses' job enjoyment and their engagement in medical activities to continuously improve the quality of patient care in the hospitals.

Details

The TQM Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1754-2731

Keywords

Book part
Publication date: 2 September 2010

René Olie

Although management scholars have displayed a strong interest in top management teams, surprisingly little research has been devoted to the international dimensions of top…

Abstract

Although management scholars have displayed a strong interest in top management teams, surprisingly little research has been devoted to the international dimensions of top management teams including their international diversity and their societal and cultural underpinnings. This paper provides a recent overview of empirical studies addressing the international dimension of top management teams and identifies avenues for future research. Particular attention is paid to the role of the institutional and cultural societal context in shaping the configuration of top management.

Details

The Past, Present and Future of International Business & Management
Type: Book
ISBN: 978-0-85724-085-9

Article
Publication date: 1 January 1998

DEREK H.T. WALKER

Conclusions flowing from an investigation of the literature together with the results of two recent research studies suggest that the relationship quality between the client…

Abstract

Conclusions flowing from an investigation of the literature together with the results of two recent research studies suggest that the relationship quality between the client representative (CR), the design team and the team undertaking construction management activities is a major factor governing construction time performance (CTP). While the managerial performance of the manager of the construction team was found to be a pivotal factor, the interaction between the CR and the construction management team was found to be crucial in facilitating good CTP, i.e. achieving a fast build rate. One interesting and valuable insight gained from the research studies reviewed in the present paper suggests that selection of a CR should be based on the capacity of the CR to gain the confidence of the project team. The CR characteristics which are significantly associated with good CTP are also discussed. It is proposed that these provide useful selection guidelines for appointing the appropriate person or team to represent the client's interests within the project coalition.

Details

Engineering, Construction and Architectural Management, vol. 5 no. 1
Type: Research Article
ISSN: 0969-9988

Keywords

Article
Publication date: 1 March 2000

Colin Beard and Stephen Rees

Explores the evolution of a participative, interdepartmental staff “green team” approach to the solving of environmental problems and a move towards a culture change within one of…

2958

Abstract

Explores the evolution of a participative, interdepartmental staff “green team” approach to the solving of environmental problems and a move towards a culture change within one of the largest UK local authorities. Reveals how Kent County Council (KCC), over a period of several years, used the largely voluntary effort of a group of dedicated individuals to help with a corporate move towards sustainability. Explores the management of these people in the process of cultural change and acknowledges that grass‐roots participative environmental change can be slow to break through organisational inertia and can be susceptible to collapse. Shows how efforts can be undermined both by a lack of a clear corporate direction and by events beyond their own control. Also focuses on the role of external trainers, as change agents, and their contribution to the environmental management programme, in supporting the emergence, motivation and maturation of these green teams. Finally, in an attempt to measure the success of green teams, some of the major team outputs are mentioned, and concludes with comments on the future of the teams. The use of green teams is an approach now adopted by a number of organisations but “the connection between environmental teams and the management of change is often overlooked”.

Details

Environmental Management and Health, vol. 11 no. 1
Type: Research Article
ISSN: 0956-6163

Keywords

Open Access
Article
Publication date: 29 June 2023

Carl Marnewick and Annlizé L. Marnewick

Project managers face decisions every day and those decisions result in an “either or” situation. This is also true when it comes to the choice of a project management approach…

1709

Abstract

Purpose

Project managers face decisions every day and those decisions result in an “either or” situation. This is also true when it comes to the choice of a project management approach, i.e. predictive versus iterative. A case is made in this article that project managers should be ambidextrous and apply practices that are beneficial to the project, irrespective of the origin of the practices.

Design/methodology/approach

This study is based on a questionnaire focussing on six themes. The results of 290 projects were analysed using ANOVA and boxplots to test for skewness and variances.

Findings

Based on the analysis of 117 practices, most of these projects could be classified as either hybrid or iterative projects. The results indicate that irrespective of the classification of the projects or the industry, projects are managed using a hybrid approach, with a tendency to incorporate more iterative practices than predictive practices.

Originality/value

This article contributes to the current debate on which approach is the best given certain circumstances.

Details

International Journal of Managing Projects in Business, vol. 16 no. 8
Type: Research Article
ISSN: 1753-8378

Keywords

Article
Publication date: 1 February 1986

Charles Margerison, Dick McCann and Rod Davies

Why is Team Management Important? Success or failure in business is a result of whether people work together effectively in teams. Some organisations have a very good record in…

2201

Abstract

Why is Team Management Important? Success or failure in business is a result of whether people work together effectively in teams. Some organisations have a very good record in teamwork. These include companies like Shell, Citibank, Hewlett‐Packard, IBM as well as smaller organisations. When we look at the performance of the major Japanese companies over the last 30 years we again can see the amazing results of effective teamwork. Names like Sony, Hitachi, Toyota, Nissan, NEC, Honda and others have swept to world leadership in their industries. We can only conclude they are doing something very effectively.

Details

International Journal of Manpower, vol. 7 no. 2
Type: Research Article
ISSN: 0143-7720

Article
Publication date: 1 January 2005

Seleshi Sisaye

Aims to apply organizational systems perspectives to discuss the three types of organizational development (OD) and management control systems (MCS): normative, coercive and…

10709

Abstract

Purpose

Aims to apply organizational systems perspectives to discuss the three types of organizational development (OD) and management control systems (MCS): normative, coercive and remunerative‐instrumental (utilitarian) that affect the operating performance of teams.

Design/methodology/approach

The paper examines the effect that managerial power relations, cultural process and structural change intervention of these three types of control systems have on the formation (size, composition, and strategies), and operational activities (functions and assignment of tasks) of teams. The paper uses library archives research to study OD, MCS and teams. It has applied an organizational systems perspective that examines the effects of OD and MCS on teams' management.

Findings

Recent new directions in management control systems and OD process and structural intervention strategies have transformed management accounting control systems as the new administrative control innovations mechanisms for managing teams' performance and activities in industrial organizations. Accordingly, the traditional mechanistic control approach has been substituted or replaced by organic‐based processes and structures of team‐based control systems.

Practical implications

In organizations, the management of teams is multi‐dimensional, involving the simultaneous use of normative, remunerative and coercive control mechanisms. The paper advances the views that the effectiveness of team management in organizations is contingent upon several structural and process factors including the mix of these three types of compliance systems and the form of organizational setting, i.e. manufacturing or professional organizations.

Originality/value

In the management control literature, the management of teams has centered on normative or remunerative or coercive control systems. This paper shows that OD's cultural process and structural intervention strategies provide new directions to address these three types of management control system for teams in industrial organizations.

Details

Leadership & Organization Development Journal, vol. 26 no. 1
Type: Research Article
ISSN: 0143-7739

Keywords

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