Journal articles: 'Account managers'

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Pereira, Giancarlo, Nektarios Tzempelikos, Luiz Reni Trento, Carlos Renato Trento, Miriam Borchardt, and Claudia Viviane Viegas. "Top managers’ role in key account management." Journal of Business & Industrial Marketing 34, no. 5 (June 3, 2019): 977–93. http://dx.doi.org/10.1108/jbim-08-2018-0243.

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Purpose The purpose of this paper is to explore top managers’ role in key account management. Design/methodology/approach The possible actions that could be performed by a top manager were investigated in 12 case studies. These actions were grouped into key account managers and teams, culture, engagement and knowledge, organizational structure/conditions and customers and markets. Findings Top managers (TMs) informally evaluate teams and key account (KA) managers, stimulate a culture that favors the information’s prospection, persuade managers to reduce their resistance and improve organizational structure/conditions by inducing internal and external questioning. They also contact key customers’ top managers to check on the changes required or to persuade them to change requirements, accept a higher price or redirect an unattractive order to competitors. They approve revisions on the key customers list, discuss with the key account manager how to redirect an unattractive opportunity to competitors and try to improve gains even in attractive orders. Research limitations/implications Additional research beyond the provided exploratory study is needed to generalize the results. The findings contribute to improving the understanding of how TMs get involved in key account management, buyer–supplier relationship improvement and increasing company profitability. They also unveil top managers’ role in internal culture creation and team engagement. Originality/value When managing their KAs, TMs seem to be sceptical, curious and pragmatic with their subordinates, as well as with the customers or competitors.

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Ishii, Kumi. "Account-Giving in the Eyes of the Manager: Successful Management of Failing Events in Multinational Organizations (MNOs)." International Journal of Business Communication 58, no. 1 (November 1, 2017): 106–24. http://dx.doi.org/10.1177/2329488417735647.

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Employees in multinational organizations (MNOs) face differences in accounts provided by other members, yet an inappropriate account could damage the account-giver’s career. This study examines account-giving in the eyes of the manager in an MNO context. A thematic analysis was conducted on the expected account-giving from 23 Japanese and 20 American managers in the United States. The results show that American managers typically view the out-of-control account as appropriate, whereas Japanese managers expect an apology in an untoward situation. In addition, this study gives insights to the apology account expected by Japanese managers. They expect an explicit apology for the lack of immediate communication rather than for the failing project. More interestingly, many Japanese managers expect an implicit form of apologies through self-reflection. Other findings including cultural amalgamation in MNOs and practical implications for MNO members are discussed along with the implications for the existing account taxonomy.

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Heidari, Eskandar, and Farhad Amiri. "The Role of philosophical mindset Alexander managers to re-engineer processes." Journal of Management, Accounting and Economics 1, no. 3 (February 10, 2018): 26–38. http://dx.doi.org/10.21859/account-01033.

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Noruzi, Azam, Amir Fadaee, Abozar Noruzi, and Hojat Noruzi. "The role of managers' core competencies in business Investigating the relationship between managers 'core competencies and employees' job performance and organizational innovation (Case Study: East Industrial Towns of Golestan Province)." Journal of Management, Accounting and Economics 1, no. 2 (August 10, 2018): 158–69. http://dx.doi.org/10.21859/account-020115.

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Rogers, Douglas S., and Shawn W. Egan. "Evaluating and Classifying Taxable Account Managers." Journal of Wealth Management 7, no. 2 (July 31, 2004): 49–62. http://dx.doi.org/10.3905/jwm.2004.434566.

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Pardo, Catherine, Björn Sven Ivens, and Barbara Niersbach. "An identity perspective of key account managers as paradoxical relationship managers." Industrial Marketing Management 89 (August 2020): 355–72. http://dx.doi.org/10.1016/j.indmarman.2019.10.008.

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Bagheri, Mehdi, Gholamreza Montazeri, Hosein Hesam Ghasemi, and Azam Noruzi. "The relationship between the spirit of criticism of managers with customer relationship management and business productivity." Journal of Management, Accounting and Economics 1, no. 2 (August 10, 2018): 135–45. http://dx.doi.org/10.21859/account-020113.

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Webber, Sheila Simsarian, and Maria T. Torti. "Project managers doubling as client account executives." Academy of Management Perspectives 18, no. 1 (February 2004): 60–71. http://dx.doi.org/10.5465/ame.2004.12690049.

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Mayer, Jorg H., Markus Esswein, Reiner Quick, and Sanjar Sayar. "USING THE KANO MODEL TO BUILD A MANAGER APP PORTAL ACCOMMODATING THEIR USER PREFERENCES." IADIS INTERNATIONAL JOURNAL ON COMPUTER SCIENCE AND INFORMATION SYSTEMS 15, no. 1 (October 7, 2020): 40–55. http://dx.doi.org/10.33965/ijcsis_2020150104.

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Nowadays, even apps for corporate management are respectable. Manager app portals complement such “run-a-business” apps with apps that make managers’ business life easier. The right mix of apps makes the difference. Accommodating the user perspective, the objective of this article is to examine which apps disproportionately influence managers’ perception regarding the usefulness of information systems (IS). Applying the Kano model and considering both “analyst-” and “consumer-type” managers, we employ findings from a manager focus group survey to discuss the strongest differentiators: (1) Offer collaboration bars and push notifications for analyst managers. Get consumer managers “online” with news tickers. (2) Make core reports more interactive with drill downs and filters for manager self-service. (3) Take “fun and enjoyment” into account when accommodating managers’ business life. (4) Consider that tablets create their own manager use case as a “first-stop information shop.”

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Hengstebeck, Berenika B., Roland Kassemeier, and Jan Wieseke. "What comprises a successful key account manager? Differences in the drivers of sales performance between key account managers and regular salespeople." Industrial Marketing Management 106 (October 2022): 392–404. http://dx.doi.org/10.1016/j.indmarman.2022.09.003.

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Liu, Yi, Ying Huang, and Hua Fan. "Influence tactics, relational conditions, and key account managers' performance." Industrial Marketing Management 73 (August 2018): 220–31. http://dx.doi.org/10.1016/j.indmarman.2018.02.013.

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Castro, Marcela, André Barcaui, Bouchaib Bahli, and Ronnie Figueiredo. "Do the Project Manager’s Soft Skills Matter? Impacts of the Project Manager’s Emotional Intelligence, Trustworthiness, and Job Satisfaction on Project Success." Administrative Sciences 12, no. 4 (October 18, 2022): 141. http://dx.doi.org/10.3390/admsci12040141.

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Recent warnings have been raised about the project success rate in organizations. Among many reasons of disappointing results, research on project management reveals a gap in examining project success. Traditionally, project success has been widely studied from the rational view but rarely from the behavioral view. Today’s businesses are facing multiple challenges and opportunities in a volatile market environment that require constant changes within organizations and leaders’ behavior. The role of project managers is no longer the same. This study attempts to update the discussion of project managers soft skills by examining two major behavioral factors: project manager’s emotional intelligence and trustworthiness and their impact on job satisfaction and project success. This research compiles a quantitative survey. Data were collected from 101 project team professionals. The results reveal that project managers’ emotional intelligence and their team members’ trust in them impact project success significantly. The findings provide organizations with a necessary complementary behavioral view of project management. Organizations can take project manager trustworthiness and emotional intelligence into account when recruiting and training project managers and throughout the project planning and execution life span.

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Van Den Berg, P. H., and G. P. J. Pelser. "Managerial performance: The challenge of the future." South African Journal of Business Management 17, no. 3 (September 30, 1986): 149–52. http://dx.doi.org/10.4102/sajbm.v17i3.1049.

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Measuring the performance of individual managers is difficult in practice because quantitative yardsticks often measure the performance of groups under the control of a manager or the performance of groups spread over departmental boundaries. If managers are measured individually there is a tendency to emphasize quantitative yardsticks only. An effort is also made to measure individual manager's performance by quantifying qualitative yardsticks. The yardsticks that cannot be quantified, that is the innovative aspects of managerial decisions, are thus neglected. The authors propose a model that can be used for the continual improvement of managerial performance. Managerial performance is the degree to which the manager can close the gap between his current and potential performance. The model takes into account that managerial performance consists of both effectiveness and efficiency. The fundamental basis of the model is the creation of continual review sessions that endeavour to improve performance by removal of the causes of substandard performance.

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O'Leary, Jane, and Jörgen Sandberg. "Managers' practice of managing diversity revealed: A practice-theoretical account." Journal of Organizational Behavior 38, no. 4 (September 21, 2016): 512–36. http://dx.doi.org/10.1002/job.2132.

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Yin, Jielin, Jian Guo, Tianmeng Ji, Jingru Cai, Lei Xiao, and Zhao Dong. "AN EXTENDED TODIM METHOD FOR PROJECT MANAGER’S COMPETENCY EVALUATION." JOURNAL OF CIVIL ENGINEERING AND MANAGEMENT 25, no. 7 (July 15, 2019): 673–86. http://dx.doi.org/10.3846/jcem.2019.10521.

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The project managers’ high efficiency and leadership ability is very important for the success of the whole project. Evaluating the competency of project manager accurately and selecting the suitable project manager from alternatives is a very core research issue that should be paid high attention to in the field of project management. When evaluating the competency of project manager, multiple criteria with interactive relationship should be considered, and the decision makers may have bounded rational behavior which may have a great impact on the result of evaluation, whereas the decision makes’ psychological behavior is rarely taken into account in the existing studies on the evaluation of project managers’ competency. TODIM (an acronym in Portuguese of interactive and multi-criteria decision making) is a multi-criteria decision making method considering the decision makers’ behavior. In this paper, an extended TODIM method which combines λ -fuzzy measure with Choquet integral considering incomplete criteria information and decision makers’ bounded rational behaviors are presented to evaluate the competency of project manager. Furthermore, a numerical example is presented to illustrate the method proposed. We hope that this method can provide some valuable references for the evaluation of project manager’s competency.

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Gremmen, Inne, and Yvonne Benschop. "Walking the tightrope: Constructing gender and professional identities in account management." Journal of Management & Organization 15, no. 5 (November 2009): 596–610. http://dx.doi.org/10.1017/s1833367200002443.

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AbstractThis paper contributes to the growing stream of organization research that explores the relationship between professional identities and gender. Our central question pertains to how account managers ‘do gender’ in constructing their professional identities. While account management has been considered a sales occupation with a strong masculine connotation, some indications towards ‘feminization’ have also been observed. Our analysis of 39 interviews with white women and men working as account managers in the Netherlands suggests that these account managers construct a ‘tough salesman’ identity and a ‘co-operative communicator’ identity. These identities have different gender connotations. The ‘co-operative communicator’ identity facilitates a critical dialogue with the – often implicit – masculinity in the ‘tough salesman’ identity norm. We reflect on the effects of these gender connotations both for account managers and for our practice as organization researchers who intend to deconstruct rather than reproduce gender stereotypes in our study of professional identities.

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Gremmen, Inne, and Yvonne Benschop. "Walking the tightrope: Constructing gender and professional identities in account management." Journal of Management & Organization 15, no. 5 (November 2009): 596–610. http://dx.doi.org/10.5172/jmo.15.5.596.

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AbstractThis paper contributes to the growing stream of organization research that explores the relationship between professional identities and gender. Our central question pertains to how account managers ‘do gender’ in constructing their professional identities. While account management has been considered a sales occupation with a strong masculine connotation, some indications towards ‘feminization’ have also been observed. Our analysis of 39 interviews with white women and men working as account managers in the Netherlands suggests that these account managers construct a ‘tough salesman’ identity and a ‘co-operative communicator’ identity. These identities have different gender connotations. The ‘co-operative communicator’ identity facilitates a critical dialogue with the – often implicit – masculinity in the ‘tough salesman’ identity norm. We reflect on the effects of these gender connotations both for account managers and for our practice as organization researchers who intend to deconstruct rather than reproduce gender stereotypes in our study of professional identities.

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Kulakov, V. V. "Financial Responsibility of the Manager as an Employee with a Special Legal Status." Rossijskoe pravosudie 3 (February 26, 2021): 5–12. http://dx.doi.org/10.37399/issn2072-909x.2021.3.5-12.

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The article deals with topical issues of the responsibility of the manager for the damage caused to the employer. The article analyzes the legal status of the manager, the content of his duties, the improper performance of which can cause such damage. It is proposed to take into account that it may occur as a result of the exercise of the manager's powers in both external and internal relations. The appropriate qualification of such actions is proposed. The article distinguishes between the legal status of a manager who is the sole body of a legal entity and other managers who do not have such a status. The article draws conclusions about the objective and subjective side of the relevant offense, the amount of compensation.

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Karadas, Serkan, Jorida Papakroni, and Minh Tam Tammy Schlosky. "Sentiment and Style: Evidence from Republican Managers." International Journal of Financial Studies 10, no. 2 (May 12, 2022): 34. http://dx.doi.org/10.3390/ijfs10020034.

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This study examines the relationship between corporate managers’ political ideology and corporate leverage policies conditional on investor sentiment. Based on a minimum of 21,884 observations over the 1992–2008 period, the authors show that Republican managers significantly reduce leverage during periods of high investor sentiment. To the best of the authors’ knowledge, this paper is the first to document that Republican managers are not swayed by the general tendency to increase leverage in high-sentiment periods. Overall, the empirical evidence from this study indicates that personal characteristics of managers have a consistent impact on corporate policies, providing support for the “behavioral consistency” theory. Further, the results of this study imply that internal and external stakeholders of a corporation should take into account manager personality in their decisions. For example, the board of a highly indebted company may consider hiring a conservative manager to reduce its financial risk.

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MacKenzie, Scott B., Philip M. Podsakoff, and Richard Fetter. "The Impact of Organizational Citizenship Behavior on Evaluations of Salesperson Performance." Journal of Marketing 57, no. 1 (January 1993): 70–80. http://dx.doi.org/10.1177/002224299305700105.

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The research objective was to examine the relative impact of “organizational citizenship behaviors” (OCBs) and objective sales productivity on sales managers’ evaluations of the performance of their sales personnel. Objective measures of sales productivity were obtained for three diverse sales samples: (1) 261 multiline insurance agents, (2) 204 petrochemical sales representatives, and (3) 108 district sales managers working for a large pharmaceutical company. Managerial evaluations of organizational citizenship behavior and overall performance were also obtained for each of these people. The results indicate that (1) managers do recognize several different dimensions of “citizenship” behavior, and these OCBs are distinct from objective sales productivity, (2) the combination of OCBs and objective sales productivity accounts for substantially more variance in managers’ overall evaluations than typically is accounted for by sales productivity alone, and (3) the OCBs (taken as a group) consistently account for a larger portion of the variance in managerial evaluations than does sales productivity. The implications of these findings for salesforce motivation and evaluation are discussed.

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Lacoste, Sylvie. "Perspectives on social media ant its use by key account managers." Industrial Marketing Management 54 (April 2016): 33–43. http://dx.doi.org/10.1016/j.indmarman.2015.12.010.

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Delgado, Francisco A., Cathy S. Goldberg, and Carol M. Graham. "Alphas: A Case study in International Institutional Mutual Funds." Accounting and Finance Research 9, no. 4 (October 28, 2020): 10. http://dx.doi.org/10.5430/afr.v9n4p10.

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In this paper we show that not taking into account the fact that fund managers “deviate” from their stated categories biases upward their alphas. When evaluating fund managers most studies compare managers against the S&P 500 regardless of the sectors managers actually invest in. This procedure does not take into account that an important proportion of US stock managers invest in medium and small companies. This neglect biases performance results. In the international stock arena, not only do studies use the incorrect benchmark but they also neglect to take into account the fact that managers deviate from their stated sector. In this paper we not only employ the correct category the managers invest in but we also take into account the fact that managers systematically drift away from their stated category. This drift occurs for approximately half the funds examined and causes the estimated alpha of managers to be on average 45 basis points higher than it should be if we were to undertake the multiple regression that fund drift demands. In addition to using the right benchmarks, adjusting for “drift” in this paper we chose to use as “benchmarks” the ETF’s in each category so as to compare managers not against theoretical constructs, but against an actual investable vehicle in the corresponding category.

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Heaney, Dermot. "“Steve, you must feel pig sick!”: Streamed Video Interactions between Premier League Managers and Sports Journalists as Semi-scripted Performances." HERMES - Journal of Language and Communication in Business 24, no. 47 (October 30, 2017): 97. http://dx.doi.org/10.7146/hjlcb.v24i47.97569.

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The starting point of this paper is the phenomenon of so-called MediaSport, namely the pervasive and multi-faceted mediation of sports events that extends the reach and hold of the sports industry on communities of sports consumers. The speciﬁc aspect of MediaSport considered here is the streamed post-match interview with Premier League team managers, a stabilized media interaction that reﬂects the importance of media duties as part of the manager’s corporate brief. Critical attention to managers seems mainly conﬁned to sociological studies of the politics of celebrity, while linguists seemingly have little to say about this kind of discourse. The data selected for analysis are two interviews following defeat. The choice falls on this scenario because it is expected it will entail a greater onus on managers to display media interaction expertise. Using a theoretical framework that draws on Goffman’s concepts of performance, participation framework, and face, the discourse analysis in this paper attempts to provide an account of the linguistic resources managers draw on in these mediated interactions. The analysis of turn-taking, topic control, deixis and modality reveals similarities in the sample interviews that suggest these encounters are actually semi-scripted collaborative performances that allow both interactants to preserve their face as competent professionals, while also affording the manager ample opportunity to interact with the major imagined recipient, namely, the online fan base.

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KOVAL, Myroslav, and Larysa RUDENKO. "Future manager�s professional communicative interaction training." Scientific Bulletin of Flight Academy. Section: Pedagogical Sciences 10 (2021): 27–33. http://dx.doi.org/10.33251/2522-1477-2021-10-27-33.

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Modern dynamic transformations in the state naturally affect the growth of social demands for the quality of management processes in various sectors of the economy. Accordingly, the need to improve future managers� training at higher schools is highlighted. Due to the fact that the profession of a manager belongs to communicative professions, among the requirements for specialists in this field, the ability to communicate effectively is important. The article substantiates the necessity to take into account socio-adaptive, status-role aspects and aspects of self-expression while training future managers for professional communicative interaction; the above-mentioned aspects are considered in the context of their socio-professional adaptation to the professional environment. The social-adaptive aspect reflects the management specialist�s orientation on professional self-improvement by revealing the inner personal potential, the desire for continuous self-development in management activities. The status-role aspect of future managers� preparation for professional communicative interaction combines functional and social contexts of management activities and is focused on the students� readiness to perform efficiently socio-professional roles in the labor environment. The aspect of self-expression is related to the acquisition of self-presentation skills, which, based on self-assessment and self-regulation of a manager during communicative interaction, reflects the level of a manager�s ability to coordinate communicative actions and dependence on the system of internal means of their regulation. Taking these aspects into account while training future managers at higher schools will provide a basis for the implementation of efficient business relations in the labor environment, which will positively affect the process of management specialists� adaptation to professional conditions and improve the quality of management processes in general. Key words: higher school; professional training; future managers; professional adaptation; communicative interaction.

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Nätti, Satu, Suvi Rahkolin, and Saila Saraniemi. "Crisis communication in key account relationships." Corporate Communications: An International Journal 19, no. 3 (July 29, 2014): 234–46. http://dx.doi.org/10.1108/ccij-08-2012-0056.

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Purpose – A deliberate and planned crisis communication strategy is an important part of key account management. The purpose of this paper is to draw links between key account managers (KAM) and crisis communication and explore the elements critical to crisis communication in key account relationships. Design/methodology/approach – The approach is qualitative. Data were gathered from people experienced in crisis communication and responsible for strategic accounts. The paper analysed managers’ stories of crisis processes and related communication in relationships. Findings – Successful crisis communication requires an open and active crisis communicator, one willing to solve problems, and also the company being a partner worth trusting and the retention of the relationship being worthwhile for the customer. Research limitations/implications – The present study focuses on the managerial view, and therefore a dyadic approach is suggested for future studies. Practical implications – The role of the KAM as a crisis communicator and primary identifier of the crisis is emphasized. Originality/value – Existing crisis communication discussions have been very media focused. This study focuses on the key account relationship and the related crisis communication. In addition, although earlier studies examine the influences of crises on business relationships (e.g. Salo et al., 2009; Thiessen and Ingenhoff, 2010; Tähtinen and Vaaland, 2006), research on crisis communication in business-to-business key account relationships is still scarce. The results will help to understand the characteristics of crisis communication in key account relationships and enhance communication with strategic accounts.

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Wnuk, Izabela Bednarska. "Managers in Polish Organizations - the Results of Empirical Research." European Journal of Economics and Business Studies 6, no. 1 (December 1, 2016): 152. http://dx.doi.org/10.26417/ejes.v6i1.p152-160.

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Today we are dealing with unceasing changes that are not without influence on the functioning of the organization and its subsystems; and managers, who are specific moderators of all activities in the organization, in the face of the volatility of the environment, need to acquire new competences and roles, and realize relevant functions. It seems that the manager's role may be dependent on organizational characteristics such as the type of organization (for-profit, non-profit), the industry in which the organization operates and its size. These features can determine the roles and functions of the persons responsible for the management of organizations. Taking this into account, the aim of this article is to present the role of managers in Polish organizations, depending on their industry and size based on the results of empirical research. The study was conducted in 2015 among 289 organizations in Poland. One of their objectives was to identify a modern role of managers, depending on the selected organizational features based on interviews with people responsible for personnel policy in these organizations. Studies have shown that the role of the manager and basically just its scope is dependent on the size of the organization. On the other hand, no relationship between the role and the industry in which the organization operates has been observed.

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Belyaeva, M., and E. Kamchatova. "Business Models of Reengineering Control Systems in Industrial Holdings." Scientific Research and Development. Economics of the Firm 10, no. 1 (April 8, 2021): 34–41. http://dx.doi.org/10.12737/2306-627x-2021-10-1-34-41.

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The post-industrial stage of the development of the national economy marked the need for traditional sectors to adopt the national economy (one of these industries is industry) completely new management paradigms based on the accents of digitalization and machine management of operational business processes and the shift of the manager from the position of a classic manager to a navigator, developing the trajectory of industrial business taking into account current challenges and threats in the presence markets and the capabilities of the internal environment to self-renewal and self-development taking into account the private interests of top managers.

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Pereira, Blenda Leite Saturnino, Antonio Carlos Rosa de Oliveira Junior, and Daniel Resende Faleiros. "Ordinance 3992/2017: challenges and advances for resource management in the Brazilian Unified Health System (SUS)." Revista de Saúde Pública 53 (July 23, 2019): 58. http://dx.doi.org/10.11606/s1518-8787.2019053001052.

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To advance in order to overcome the challenge of enabling greater autonomy in the use of financial resources in the Unified Health System (SUS), system managers agreed that transfers from the Union to other federated entities will be carried out through a financial investment account and a costing account. Over the past few years, states and municipalities managed more than 34,000 bank accounts dedicated to the Union’s on-lendings, in which balance exceeded R$8 billion. However, from 2018, Ordinance 3,992/2017 unequivocally separated the budget flow from the financial flow, and the fund-to-fund transfers started to be carried out in only 11,190 bank accounts. Since then, managers have had financial autonomy in the management of financial resources received from the Union, if in accordance w

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Lu, Feifei, Zhaohua Wang, Anne Toppinen, Dalia D’Amato, and Zuomin Wen. "Managerial Risk Perceptions of Corporate Social Responsibility Disclosure: Evidence from the Forestry Sector in China." Sustainability 13, no. 12 (June 16, 2021): 6811. http://dx.doi.org/10.3390/su13126811.

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Understanding how managers perceive risks in the decision-making process of corporate social responsibility (CSR) disclosure is vital, especially in sectors with high social and environmental demands on sustainability. The main aim of this study was to explore the impact of managerial risk perceptions and influencing factors on CSR disclosure in the forestry sector of China and to improve the sustainable development of forestry. Utilizing survey data of 214 managers from Chinese forestry enterprises, we analyzed how manager backgrounds, including six variables (gender, age, education level, degree major, number of years working as a manager, and work experience) related to the managers’ risk perceptions of CSR disclosure via a two-stage model. The analyses of the two-stage model revealed that the influence factors differ in the two stages of risk perception. According to our results, influencing factors were not the same at various stages of the CSR reporting process. This requires decision makers to take practical driving factors into account and select managers with different characteristics to carry out the CSR disclosure of forestry enterprises.

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Milojević, Irena, Duško Jovanović, and Iva Matić. "Development and education of company managers." Odrzivi razvoj 3, no. 1 (2021): 35–46. http://dx.doi.org/10.5937/odrraz2101035m.

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Proper selection of persons to perform managerial work (in various forms of ownership) is an important initial step, and after proper selection, one should continuously work with persons who will perform that work, monitor them, guide and work on their career development. When choosing a leader, one must take into account the knowledge he should possess, desirable traits (intellectual, voluntary and emotional personality traits), attitudes, the degree of authority he enjoys and the nature of functioning -the group he works with to solve problems. Important personality traits, which should be taken into account when choosing a person for managers are: temperament, interests, character and abilities, and they can be determined to some extent on the basis of certain qualitative and quantitative indicators. Numerous knowledge from practice, although various sciences and scientific disciplines provide a good basis for high efficiency and effectiveness, show that there are many managerial (managerial) problems, and there are few good managers. The aim of this paper is to provide certain theoretical knowledge that provides a good basis for improving operational practices aimed at properly identifying candidates for managers, their proper education and training throughout their working lives and career development.

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Zainal, Anna Gustina, Toni Wijaya, and Andy Corry Wardhani. "Communication Strategy of Relationship Chat Account Manager in Managing the Follower." Jurnal Komunikasi Ikatan Sarjana Komunikasi Indonesia 6, no. 1 (June 15, 2021): 32–43. http://dx.doi.org/10.25008/jkiski.v6i1.363.

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Each social media account created by users has its own purpose and meaning,. That is to attract the sympathy of the audience, Just like in real world, humans cannot live without socializing and interacting each other. This research was designed to find out the communication strategy of social media account managers in managing followers. This study used an interactional communication strategy with qualitative descriptive method. The results showed that the communication strategy used to manage the "chat relationship" account is the interactional communication strategy. This model had been used because followers have different backgrounds, knowledge, experiences, and cultures that affect each person in interpreting message. There are many factors as key success to running an online-based business through social media "relationships chat" account in order to increase followers loyalty in accordance with the strategy adopted by the account managers. Several management strategies had been applied such as a presentation to the audience, audience segmentation, consistency in providing entertainment to the audience, consistency of the characteristics and features needed, constantly looking for the latest entertainment innovations, communicating directly with consumers to support activities, and creating cooperation between account managers are being the key success to gain sympathy and loyalty from followers.

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Charlton, Bruce G., and Peter Andras. "What Is Management and What Do Managers Do? A Systems Theory Account." Philosophy of Management 3, no. 3 (2003): 3–15. http://dx.doi.org/10.5840/pom2003332.

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Haytko, Diana L. "Firm-to-Firm and Interpersonal Relationships: Perspectives from Advertising Agency Account Managers." Journal of the Academy of Marketing Science 32, no. 3 (July 1, 2004): 312–28. http://dx.doi.org/10.1177/0092070304264989.

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Georges, Laurent, and Andreas Eggert. "Key Account Managers' Role Within the Value Creation Process of Collaborative Relationships." Journal of Business-to-Business Marketing 10, no. 4 (November 6, 2003): 1–22. http://dx.doi.org/10.1300/j033v10n04_01.

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Guenzi, Paolo, Catherine Pardo, and Laurent Georges. "Relational selling strategy and key account managers' relational behaviors: An exploratory study." Industrial Marketing Management 36, no. 1 (January 2007): 121–33. http://dx.doi.org/10.1016/j.indmarman.2005.03.014.

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Vafeas, Mario. "Account manager turnover and the influence of context: an exploratory study." Journal of Business & Industrial Marketing 30, no. 1 (February 3, 2015): 72–82. http://dx.doi.org/10.1108/jbim-04-2012-0064.

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Purpose – The purpose of this study is to investigate the contextual factors that influence the impact of account manager turnover on the client–agency relationship, an under-researched area of relationship management literature. Design/methodology/approach – A case study approach and one-to-one interviews are used to conduct the exploratory study, analysing client–agency relationships within the UK design industry. A conceptual framework covering individual and organisational characteristics is used to examine the contextual factors impacting account manager turnover. Findings – The findings identify both organisational and individual contextual factors that influence the outcome of turnover. Categorized into three core contexts (client-specific knowledge, multiple relationship ties and turnover process management), factors such as agency structure and culture, agency knowledge management policies and client experience were all found to impact on account manager turnover. Research limitations/implications – This small, qualitative, exploratory study suggests the need for further research to investigate the transferability of the findings to a broader range of organisational types and industries and to highlight additional contextual factors that influence the impact of turnover. Practical implications – Account manager turnover does not necessarily mean the end of the client–service firm relationship. Agencies can create contexts that mitigate the potential negative effects. Small firms appear to have advantages inherent in their size, but larger firms can take steps to emulate some of the conditions found in micro firms. Originality/value – This paper adds to the limited number of studies into account manager turnover, making a theoretical and practical contribution, enabling marketing managers to take steps to ensure staff turnover does not result in client switching.

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Ardini, Lilis. "EVALUASI TATA CARA PENILAIAN UNTUK PTPN XII (PERSERO) BERDASARKAN KEP-100/MBU/2002." EKUITAS (Jurnal Ekonomi dan Keuangan) 12, no. 2 (February 1, 2017): 202. http://dx.doi.org/10.24034/j25485024.y2008.v12.i2.2074.

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The objective of this research is to get the descriptive in depth and effectiveness of performance appraisal system (based on financial account, operational account, and administrative account) that has been implemented by PT Perkebunan Nusaniara XII (Pcrsero) based on the Badan Usaha Milik Ncgara of Minister Decree, Number: KEP-100/MBU/2002. This research used qualitative research with single case study and multiple unit analysis approach. The study involved 6 respondents as unit managers and as assistant of unit manager. They are financial manager, plant manager, accounting manager, processing manager, strategic business unit manager, strategic business manager, and assistant of financial manager. This study concluded that the performance appraisal system that has been implemented by PT Perkebunan Nusantara XII (Persero) was not effective in practice. This was caused by the differences of PT Perkebunan Nusantara XII (Persero) core business whose long time plants and harvest for many years from cultivation. It is suggested that the productivity is the main resource to increase as well as to improve performance and the sustainability of PT Perkebunan Nusantara XII (Persero)

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Ardini, Lilis. "EVALUASI TATA CARA PENILAIAN UNTUK PTPN XII (PERSERO) BERDASARKAN KEP-100/MBU/2002." EKUITAS (Jurnal Ekonomi dan Keuangan) 12, no. 2 (September 17, 2018): 202–26. http://dx.doi.org/10.24034/j25485024.y2008.v12.i2.303.

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The objective of this research is to get the descriptive in depth and effectiveness of performance appraisal system (based on financial account, operational account, and administrative account) that has been implemented by PT Perkebunan Nusaniara XII (Pcrsero) based on the Badan Usaha Milik Ncgara of Minister Decree, Number: KEP-100/MBU/2002. This research used qualitative research with single case study and multiple unit analysis approach. The study involved 6 respondents as unit managers and as assistant of unit manager. They are financial manager, plant manager, accounting manager, processing manager, strategic business unit manager, strategic business manager, and assistant of financial manager. This study concluded that the performance appraisal system that has been implemented by PT Perkebunan Nusantara XII (Persero) was not effective in practice. This was caused by the differences of PT Perkebunan Nusantara XII (Persero) core business whose long time plants and harvest for many years from cultivation. It is suggested that the productivity is the main resource to increase as well as to improve performance and the sustainability of PT Perkebunan Nusantara XII (Persero)

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Korolov, D. S. "Modeling the competencies of a top manager as part of a management team." Science and Education a New Dimension IX(254), no. 46 (June 30, 2021): 31–36. http://dx.doi.org/10.31174/send-hs2021-254ix46-08.

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The article substantiates that special attention should be paid to the level of development of competencies, managers, contributing to the achievement of team results when assessing the competencies of team members in the top management of a company. The adapted "20 faces" competency framework of top managers of the company was clarified by assigning different weights to competencies, whose high level of development is a prerequisite for effective activity of a manager as part of a team. An expert survey of specialists was conducted, according to the results of which the importance of competencies aimed at obtaining a team result, wellcoordinated work and obtaining a synergistic effect from the team cooperation of the company's top managers was confirmed. The aggregate indicator of the level of development of top managers' competencies was clarified by taking into account the weighting factors, which were determined as a result of an expert survey.

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Mafar, Fiqru. "PEMANFAATAN INSTAGRAM OLEH PERPUSTAKAAN PTKIN DI JAWA TIMUR." Fihris: Jurnal Ilmu Perpustakaan dan Informasi 15, no. 2 (December 28, 2020): 167. http://dx.doi.org/10.14421/fhrs.2020.152.167-180.

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The object of this research is to investigate the Instagram usage in the PTKIN Library in East Java. The method in this research uses a case study model through content analysis of the post on the seven PTKIN Library Instagram accounts in East Java. The analysis is carried out by analyzing account ownership, growth of Instagram accounts, posting activity, and their use in each PTKIN Library Instagram account in East Java. The research data was taken on the same day, December 5, 2020. The results showed that generally Instagram has been used by PTKIN library managers in East Java. This can be seen from the account ownership by the entire library. Based on its growth, Instagram was only used by the PTKIN library manager in East Java in 2017. The average posting activity for each account was 130.28 posts. The use of Instagram by the PTKIN library is mostly used as a marketing/ promotion medium, amount to 560 posts or 61.40%. Meanwhile, the use of Instagram that is still rarely done is requesting input / suggestions from users, which is 5 posts or 0.55% of all posted content. As a suggestion, librarian need to optimize the use of Instagram to capture suggestions from library users.

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Harchevnikova, E. V., and S. V. Kim. "LABOR MOTIVATION AS A CONDITION OF SUCCESSFUL COMMUNICATIVE COMPETENCE OF A BANK CLIENT ACCOUNT MANAGER." Humanities And Social Studies In The Far East 17, no. 4 (2020): 127–31. http://dx.doi.org/10.31079/1992-2868-2020-17-4-127-131.

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The article is devoted to the problem of studying the influence of labor motivation on the efficiency of communicative competence of bank client account managers. The content of this article indicates the relevance of the topic in the direction of strengthening the processes of professional training of the bank managers, in particular, improving their communicative competence. It is also worth noting the importance of the study of the problem of motivation in professional activity, the study of motivation mechanisms of actualization and blocking the formation of effective communicative competence of a specialist. Objective of the research: to study the motivational conditions for the effectiveness of communicative competence (on the example of the bank client account managers).

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Dzenopoljac, Vladimir, Oualid Abidi, Abdul Rauf, and Ahmed Bani-Mustafa. "Managerial tacit knowledge transfer: A potential outcome of cross-border mergers and acquisitions in the GCC banking sector." Ekonomski horizonti 24, no. 2 (2022): 211–24. http://dx.doi.org/10.5937/ekonhor2202211d.

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This conceptual paper explores the potential relationship between a manager's contribution in sealing cross-border Merger and Acquisition (M&A) deals, on the one hand, and tacit knowledge transfer, on the other. The paper's basic premise posits that those managers are likely to be exposed to significant tacit knowledge flows as they participate in negotiating, making, and monitoring M&A transactions. The two M&A dimensions taken into account in the conceptual model given in this paper pertain to the number and value of M&A transactions coordinated or accomplished by the manager. Furthermore, there are several moderating factors said to influence the central assumption between the number/value of M&As and the extent of tacit knowledge transfer, i.e. the frequency of face-to-face meetings, the manager's cultural intelligence, the manager's international experience and the number of the languages spoken by the manager. The examination of the research propositions underlying the suggested research model is believed to have a particular importance for the banking sector in the Gulf countries wherein the M&A activity is ubiquitous.

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Nilsson, Tomas. "The reluctant rhetorician: senior managers as rhetoricians in a strategic change context." Journal of Organizational Change Management 23, no. 2 (April 6, 2010): 137–44. http://dx.doi.org/10.1108/09534811011031300.

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PurposeThis paper explores strategic change communication, framed by the idea that managers can be viewed as rhetoricians. The purpose of this paper is to present and discuss senior managers' subjective experiences of rhetorical aspects of change management.Design/methodology/approachThe paper draws on a case study from ABB Sweden (a power and automation technology company). In‐depth interviews with senior managers, with vast experience of change management, constitute the empirical source.FindingsThe most important finding is the managers' overall reluctance towards rhetoric. According to the managers in this study, a rhetorician is an over‐enthusiastic person who “waves his arms when speaking”. To master the art of rhetoric is not believed to be of particular importance when managing strategic change.Research limitations/implicationsSenior managers' potentially negative attitude concerning rhetoric should be taken into account when researchers situate change management within a rhetorical frame.Practical implicationsGiven the large interest in “efficient” communication, generally managers should be encouraged to overcome their reluctance towards rhetoric to improve their ability to “manage meaning” constructively.Originality/valueThis paper contributes to change management communication insofar as it gives voice to the individual manager. This voice indicates; in a time when rhetoric, storytelling, and charismatic leadership are making ground; that the understanding of rhetoric is much more limited than the general impression might suggest.

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Abbadi, Haitham Mamdouh, and Nimer Abedalhameed Slihat. "International Audit Standard No. 240 and Its Impact on the Practical Procedures of Auditors in Detection the Manipulation of Financial Statements." International Journal of Accounting and Financial Reporting 1, no. 1 (June 17, 2015): 330. http://dx.doi.org/10.5296/ijafr.v5i1.7828.

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This study aims to explore the role of International Audit Standard No.240 on the auditor’s procedures in detecting manipulation and fraud of financial Statements, the descriptive approach was used in conducting this study, through viewing the related literature in order to indentify the practices that lead to manipulation. And by identifying the auditor’s responsibilities according to the International Audit Standard No. 240. The results showed that firms may commit manipulation in several ways, such as recording the current expenses as capital expenses, to reduce costs and increase profits which may lead managers to ask for rewards. Therefore, the auditor must make greater efforts to the following:- Focusing on financial events that have different accounting treatments, such as record maintenance expenses, at the fixed asset account. The purpose of this action is to reduce costs and increase profits, which may lead to request, a reward by managers.- Comparing manager’s Salaries with Past year.- Comparing financial ratios of the company with its counterparts in the market.- Send support certificates for suppliers to make sure their account balances, in order to ensure the registration of all Purchases futures in inventory account.

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Reznik, Semen, and Igor Chyemyezov. "Approaches to the Principle of "Laying Oneself Out" by Effective Managers." Bulletin of Kemerovo State University. Series: Political, Sociological and Economic sciences 2019, no. 4 (December 30, 2019): 425–31. http://dx.doi.org/10.21603/2500-3372-2019-4-4-425-431.

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The research featured various approaches to the understanding of one of the most important qualities of the manager, i.e. the ability to "lay oneself out". The paper focuses on its interpretations, narrow and wide understanding, and a set of related qualities and competences. A study of biographies of successful managers and entrepreneurs made it possible to conclude that they all demonstrated great activity, commitment, efficiency, and the habit of "laying oneself out." The latter quality does not reduce itself to a greater number of working hours: it means high productivity and efficiency. Many internal and external factors affect the results of the manager's activity: 1.Motivation, which depends on awareness of its meaning and significance, clear and achievable objectives, feedback, and satisfaction with the job; 2. Social factors, e.g. team relations, social status, etc.; 3. Psychophysiological factors, e.g. performance, amount of information per unit of time; "span of management", environment, etc. All these factors should be taken into account by managers when organizing personal activities. Personal qualities and competencies of a manager that are related to his or her ability" to lay oneself out" belong to four blocks of qualities. Personal organization is connected with time management, prioritizing, and responsibility. The block of business qualities includes the desire for self-expression, business activity, hunter mindset, aggressiveness, commitment, self-control, determination, and result-oriented performance. Knowledge and work technologies are related to the ability to organize one’s workplace and rationalize personal work. Efficiency includes strong will, diligence, persistence, self-confidence, optimism, and passion for work. The presence of these qualities, or competences, guarantees that the manager is able to lay himself or herself out completely. Therefore, to acquire such ability one should develop these qualities.

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Peters, Leonore, Björn Sven Ivens, and Catherine Pardo. "Key account managers' identification profiles and effectiveness: A fuzzy-set qualitative comparative analysis." Industrial Marketing Management 107 (November 2022): 253–65. http://dx.doi.org/10.1016/j.indmarman.2022.09.022.

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Sims, David. "Between the Millstones: A Narrative Account of the Vulnerability of Middle Managers’ Storying." Human Relations 56, no. 10 (October 2003): 1195–211. http://dx.doi.org/10.1177/00187267035610002.

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Guenzi, Paolo, Laurent Georges, and Catherine Pardo. "The impact of strategic account managers' behaviors on relational outcomes: An empirical study." Industrial Marketing Management 38, no. 3 (April 2009): 300–311. http://dx.doi.org/10.1016/j.indmarman.2007.09.011.

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Aggestam, Filip. "Effects of the manager's value orientation on stakeholder participation: at the front line of policy implementation." Water Policy 16, no. 1 (August 29, 2013): 62–78. http://dx.doi.org/10.2166/wp.2013.135.

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Managers who implement stakeholder participation often have to navigate a complex subsystem of actors, policy-making institutions, and varying problem definitions. This paper examines how these managers’ values affect decision-making and the operationalisation of stakeholder participation, and how the institutional framework in which the managers are embedded affects these values. It is based on the inside views of 23 managers and expert consultants involved in nine projects implemented by international organisations. Their values and preferences were captured through a review of project documents and interviews. The results demonstrate that the managers’ personal value orientations affect the participatory process when there is a lack of control and support from their commissioning organisation, and also in cases where policy is ambiguous. The decision-making freedom accorded to the project manager defines whether they design stakeholder participation in accordance with personal value orientations, the organisation or policy. This study suggests that more stringent regulations and guidelines, as well as improved educational and awareness-raising activities, are required to resolve this problem. It is also suggested that evaluation tools should be improved to account for the impact that stakeholders have. This may encourage managers to become more actively involved in the use of stakeholder input.

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Matvieieva, Yu, Yu Opanasiuk, T. Bondar, and D. Petrenko. "SALES-MANAGEMENT AS А ONE OF THE KEY DIRECTIONS OF MODERN ORGANIZATION MANAGEMENT." Vìsnik Sumsʹkogo deržavnogo unìversitetu 2021, no. 1 (2021): 43–57. http://dx.doi.org/10.21272/1817-9215.2021.1-6.

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Today the sale of goods and services is one of the most popular and relevant activities in the world. In this context, scientists and practitioners study the skills, abilities and competencies of specialists in this field. In companies working in the field of sales of goods and services, special attention is paid to the development of a motivational system for sales managers in order to increase their productivity. The theoretical and scientific and methodological approaches to improving the management system of a company operating in the field of sales have been investigated in the paper. The main directions and types of sales have been determined, the modern tools of effective sales have been revealed taking into account the experience of one of the leading companies in the field of sales. Also, the special attention is paid to the business characteristics and personal qualities of a successful sales manager. The business processes for the incoming line manager have been described as an algorithm. The processes of management of sales departments of enterprises have been studied on the basis of the use of system analysis. An approach to determining the efficiency of sales managers has been proposed, on the basis of which the formation of an annual matrix of sales managers' efficiency has been envisaged. The main reasons for the loss of quality requests and orders have been identified. The approach to personnel management of trade enterprises has been offered and the necessity of conducting analytical control of sales, management of interconnected processes as a single stream for effective work have been substantiated. The directions of increase of efficiency of work of sales department, by reduction of time for processing of inquiries, introduction of administrative actions have been defined. The possibility of increasing the company's income by increasing the quality of work of each employee of the sales department has been identified. A system of motivation for sales professionals according to their levels has been proposed: financial motivation (I level), financial and non-financial motivation (II level), promotion of sales managers (III level), providing creative freedom in work and the ability to make decisions in company management ( IV level). In turn, the motivation package should take into account the level of rejection of the order for each manager. At the same time the directions of sales should be taken into account: B2B sales, B2D sales, B2C sales, D2C sales.

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Journal articles on the topic 'Account managers'

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