Relevant bibliographies by topics / Development of managers / Journal articles
To see the other types of publications on this topic, follow the link: Development of managers.

Journal articles on the topic 'Development of managers'

Author: Grafiati
Published: 4 June 2021
Last updated: 16 February 2022

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the top 50 journal articles for your research on the topic 'Development of managers.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.

1

Szczepańska-Woszczyna, Katarzyna, and Joanna Kurowska-Pysz. "Sustainable Business Development Through Leadership in SMEs." Ekonomia i Zarzadzanie 8, no. 3 (2016): 57–69. http://dx.doi.org/10.1515/emj-2016-0024.

Full text
Abstract:
AbstractThe aim of this paper is to examine the role and scope of the influence of leadership on the sustainable development of SMEs. Research methods included the theoretical analysis of scientific literature and a direct survey. The quantitative sample for analysis contained 138 managers, the representatives of companies (SMEs) located in Poland. The data was collected in November and December 2015.The obtained results show that leadership is one of the key aspects that enable sustainability. It is more important than employee approval, beliefs of employees from individual departments and teams, a long-term strategy for the sustainable development of the company, approval by external stakeholders, and substantial financial resources. There is a statistically significant relationship between taking action related to sustainable business in the company and manager’s conviction (awareness) regarding the concept of sustainable business development as well as the influence of the manager on employees and the stimulation of their behaviour, including their development, decent treatment, communication with the manager, and the system of rewards and promotions. Managers undertake some action aimed at developing their employees. They also establish relationships with external stakeholders.The paper presents theoretical reflections on the relationship between the sustainable business development of SMEs and leadership, also verified by the empirical study conducted among managers of private companies. The findings of the study contribute to the understanding of the connections between these constructs. The relationship between the creation of sustainable business development is analysed in depth with reference to SMEs. Entrepreneurs and managers of SMEs can benefit from the study in order to build an organisation capable of achieving effective and sustainable development.
APA, Harvard, Vancouver, ISO, and other styles
2

Hauschildt, Jürgen, Gesche Keim, and John W. Medcof. "Realistic Criteria for Project Manager Selection and Development." Project Management Journal 31, no. 3 (2000): 23–32. http://dx.doi.org/10.1177/875697280003100304.

Full text
Abstract:
Five types of project managers were identified and the level of success of each and its frequency of occurrence in the project manager sample were determined. When refined through further research, this typology holds the promise of more effective project manager selection and development tools, and the possibility of maintaining a population of project managers in an organization that is optimum for the needs of that organization.
APA, Harvard, Vancouver, ISO, and other styles
3

Валенсия and Alina Valencia. "Acmeological Approach to Development of Managers’ Innovational Activity." Clusters. Research and Development 2, no. 3 (2016): 27–37. http://dx.doi.org/10.12737/24248.

Full text
Abstract:
The article is dedicated to the issues of development of managers’ innovational activity as one of main
 competences and characteristics of personal and professional development and marketing competitiveness of the
 company. This aspect is analyzed according to psychological and acmeological approach representing manager as
 a subject of changes. The article presents results of practical research of dynamics of development of managers’
 innovational activity and theoretical model of managers’ innovational activity.
APA, Harvard, Vancouver, ISO, and other styles
4

Shurrab, Mohammed, Ghaleb Abbasi, and Razan Al Khazaleh. "Evaluating the effect of motivational dimensions on the construction project managers in Jordan." Engineering, Construction and Architectural Management 25, no. 3 (2018): 412–24. http://dx.doi.org/10.1108/ecam-01-2017-0001.

Full text
Abstract:
Purpose Construction organizations and companies are concerned with the motivational factors of the project managers that influence the project success. Therefore, the purpose of this paper is to use a questionnaire based on five Likert-scales to identify and investigate the importance of the motivational dimensions on the construction project managers in Jordan Design/methodology/approach Therefore, this study aims at using a questionnaire based on five Likert-scales to identify and investigate the importance of the motivational dimensions on the construction project managers in Jordan. The six motivational dimensions were interpersonal interaction, task, general working conditions, empowerment, personal development, and compensation. Hypotheses testing were also developed to study the influence of both the characteristics of the project manager and the characteristic of the project on the motivational dimensions. Findings The results showed that the construction project managers in Jordan were motivated more by compensation and personal development. Moreover, the level of education for the project manager was positively related to the motivation by task. It was also noticed that the project manager, who had higher experience, was motivated more by empowerment. The study is valuable in providing important information for the construction organizations in Jordan to actively influence the construction project managers’ motivation. Originality/value The urgent needs for increasing project managers’ motivation is the major concern for organizations and companies. Increasing the project managers’ motivation has a major influence on increasing the project success rate and productivity. Construction sector is typically country’s most important asset economically and socially. Currently, no studies were shown to investigate the construction project manager’s motivation in Jordan. This study is, therefore, aims to evaluate the factors that influence the construction project manager’s motivation in Jordan based on content and process motivational theories’ perspectives. This research also utilizes the motivational factors instrument to test its validity in Jordan construction sector.
APA, Harvard, Vancouver, ISO, and other styles
5

Burström, Thommie, and Timothy L. Wilson. "Requirement managers’ roles in industrial, platform development." International Journal of Managing Projects in Business 7, no. 3 (2014): 493–517. http://dx.doi.org/10.1108/ijmpb-04-2013-0017.

Full text
Abstract:
Purpose – The purpose of this paper is to describe and analyze the role of requirement managers in new product development projects. Design/methodology/approach – This paper is based on a case study of an industrial platform project. Sixty-eight persons were interviewed and project prerequisites and requirement specifications documents were studied. The roles of specific individuals and their formal role as requirement managers are reported. Findings – The requirement manager's role fulfillment is performed through five major activities described as developing, anchoring, re-organizing, routinizing, and positioning. These activities are essential in order to manage working with a large flagship project. Research limitations/implications – Because the research was based on a single case study, there are of course limitations. The findings in this study may therefore not be generalized, but merely suggest other areas of research. Practical implications – This paper argues that functional roles should not be taken for granted. Even though significant efforts may have been performed in order to establish a new role within a project management setting, the process of establishing new work practices is complex. Managers should therefore investigate inter-functional integration on ongoing bases. Originality/value – This paper provides important insights into aspects of requirement manager's ongoing project activities.
APA, Harvard, Vancouver, ISO, and other styles
6

Farr, John V., Stuart G. Walesh, and George B. Forsythe. "Leadership Development for Engineering Managers." Journal of Management in Engineering 13, no. 4 (1997): 38–41. http://dx.doi.org/10.1061/(asce)0742-597x(1997)13:4(38).

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Cassell, Kay Ann. "Interviews with collection development managers." Collection Building 34, no. 4 (2015): 134–35. http://dx.doi.org/10.1108/cb-08-2015-0016.

Full text
Abstract:
Purpose – The purpose of this paper is to present interviews of two collection development managers: David Magier, Princeton University and Daniel Dollar, Yale University. Design/methodology/approach – The approach was interviews. Findings – These interviews showed what goes into the thinking of collection development officers in large university libraries. There are probably more similarities than differences. Originality/value – This is the first of a series of interviews with collection development managers.
APA, Harvard, Vancouver, ISO, and other styles
8

Delaney, Chester. "The Development of Technical Managers." Journal of Information Systems Management 2, no. 1 (1985): 73–76. http://dx.doi.org/10.1080/07399018508967743.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Mumford, Alan. "How managers help with development." Industrial and Commercial Training 27, no. 8 (1995): 8–11. http://dx.doi.org/10.1108/00197859510097054.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Howell, Valerie, and Jenny Secker. "Professional development of senior managers." British Journal of Healthcare Management 6, no. 6 (2000): 267–70. http://dx.doi.org/10.12968/bjhc.2000.6.6.19273.

Full text
APA, Harvard, Vancouver, ISO, and other styles
11

Goodyear, Caryl, and Marilu Goodyear. "Career development for nurse managers." Nursing Management (Springhouse) 49, no. 3 (2018): 49–53. http://dx.doi.org/10.1097/01.numa.0000530429.91645.e2.

Full text
APA, Harvard, Vancouver, ISO, and other styles
12

Beck, Jane. "Accelerated development for women managers." Long Range Planning 21, no. 3 (1988): 75–79. http://dx.doi.org/10.1016/0024-6301(88)90036-2.

Full text
APA, Harvard, Vancouver, ISO, and other styles
13

Adey, Ken, and Jeff Jones. "Development needs of middle managers: the views of senior managers." Journal of In-Service Education 24, no. 1 (1998): 131–44. http://dx.doi.org/10.1080/13674589800200034.

Full text
APA, Harvard, Vancouver, ISO, and other styles
14

Mutch, Alistair. "Allied Breweries and the Development of the Area Manager in British Brewing, 1950–1984." Enterprise & Society 7, no. 2 (2006): 353–79. http://dx.doi.org/10.1017/s1467222700004109.

Full text
Abstract:
Brewing in the United Kingdom in the years following 1950 saw a shift from a production to a retailing orientation. As part of this shift, the role of the area manager started to move from production and sales discipline to retail development. This article explores the job of the area manager during the period, seeking to demonstrate the weakness in recent accounts that suggest that area managers serve only as an “information relay” between senior managers and unit managers. Although the evidence is limited, because of problems with the survival of records, it suggests a more complex picture, which has implications for area managers in retail and service industries more generally.
APA, Harvard, Vancouver, ISO, and other styles
15

Ismail, Maimunah, Muhammad Ibnu Kassim, Mohd Rozi Mohd Amit, and Roziah Mohd Rasdi. "Orientation, attitude, and competency as predictors of manager’s role of CSR-implementing companies in Malaysia." European Journal of Training and Development 38, no. 5 (2014): 415–35. http://dx.doi.org/10.1108/ejtd-09-2013-0100.

Full text
Abstract:
Purpose – This exploratory study aims to investigate how the role of the CSR manager is influenced by his orientation to corporate social responsibility (CSR) responsibilities, his attitude and competency. Design/methodology/approach – The study involved 112 managers of CSR-implementing companies in the Klang Valley, a highly industrialized region in Malaysia. They were chosen based on a systematic random sampling technique. Findings – The study found that the level of role, orientation and competency of CSR managers was high, whereas that for attitude was moderate. Further, regression analysis results showed that the managers’ orientation to economic and ethical responsibilities as well as competency significantly influenced their role in CSR with an explanatory power of 20.1 per cent. Research limitations/implications – The study was cross-sectional in nature. Nevertheless, it involved a sample of company managers from a selected location in the country. The predictor variables were limited to orientation to economic, legal, ethical and philanthropic responsibilities; attitude; and competency. Practical implications – The study highlights the importance of personal qualities of the manager and also the manager’s role in promoting community development CSR. These findings should be capitalized on by managers and other practitioners in CSR. Originality/value – The study findings contribute to research on CSR that is viewed from the perspective of corporate image being projected by the role of CSR managers, as influenced by their CSR orientation, attitude and competency. Recommendations for CSR and human resource development practice and future research on the predictors of the role of CSR managers are proposed.
APA, Harvard, Vancouver, ISO, and other styles
16

Gautam, Dhruba Kumar. "Strategic Human Resource Development: Shifting Paradigm in Nepalese Listed Companies." SDMIMD Journal of Management 6, no. 2 (2015): 1. http://dx.doi.org/10.18311/sdmimd/2015/2654.

Full text
Abstract:
This paper explores the level of Human Resource Development (HRD), involvement of Human Resource (HR) managers in strategic decisions, sharing HR responsibility and changes of line management roles for HRD programs in publicly traded business corporation of Nepal. Data was collected using structured questionnaire from line management and HR managers of 105 organizations based on unit of analysis that have at least five years of establishment of age, and analyzed. It is observed that the mission statements crafted by most of the organizations at the corporate level do not follow any common trend while formulating HRD strategies. The selection rate of HR managers from internal sources of organizations is fairly larger while appointing HRD managers and the trend of involving HR manager for strategy formulation is increasing. This study contributes to the existing theory of HRD and helps to execute the policies and programs by Nepalese business managers, to accelerate the overall business performance.
APA, Harvard, Vancouver, ISO, and other styles
17

JESPERSEN, KRISTINA RISOM, and RUNE BYSTED. "IMPLEMENTING NEW PRODUCT DEVELOPMENT: A STUDY OF PERSONAL CHARACTERISTICS AMONG MANAGERS." International Journal of Innovation Management 20, no. 03 (2016): 1650043. http://dx.doi.org/10.1142/s1363919616500432.

Full text
Abstract:
Strategy implementation is an important aspect of innovation, as only 30% of planned strategies are matched by realised innovation outcomes. The present study investigates this in a setting of strategic implementation of New Product Development (NPD). In the implementation process, the managers’ characteristics are what lead to successful implementation of NPD. Managers’ characteristics affect the decision outcome. This study incorporates curiosity as a personal trait and NPD experience as a personal characteristic of the manager as moderating effects of the strategy implementation process of NPD. 131 NPD managers of Scandinavia SBUs participated in the study. Data were analysed using partial least squares regression. The study finds that managers influence the realised NPD strategy. NPD managers impose competence traps on strategy implementation. Curious NPD managers implementing aggressive strategic intentions create information overload in the NPD process, which decreases the new product novelty. In contrast, realisation of defensive strategic intentions makes experienced NPD managers focus on known NPD competences, thereby decreasing the new product novelty of NPD efforts. The study identified inadequately developed information competences among NPD managers. The result shows the importance of analysing how personal characteristics facilitate or hinder NPD strategy implementation. The competitive advantage of NPD efforts relies on such an analysis.
APA, Harvard, Vancouver, ISO, and other styles
18

Manikutty, S. "Manager as a Trainer, a Coach, and a Mentor." Vikalpa: The Journal for Decision Makers 30, no. 2 (2005): 57–64. http://dx.doi.org/10.1177/0256090920050205.

Full text
Abstract:
This paper argues that for effective development of managers, training programmes are far from sufficient. The major development of managerial capabilities, in fact, takes place not so much as a result of training programmes as on the job. But this development can be directed or undirected and one of the important tasks of a senior manager is to make sure this development is directed and effective. The development of junior managers by senior managers is a vital activity in a learning organization. In today�s fast changing environment, the only organizations that will survive will be learning organizations. Competitive advantage is not static. Organizations cannot place themselves in particular strategic postures in an industry and stay there for all time to come but have to evolve and adapt to new situations. This ability to adapt depends on the amount and kind of learning that takes place continuously in the organizations and how effectively managers can apply these learnings in their jobs. Formal training programmes can be useful and effective not by themselves but through effective coupling to organizational situations. This linkage is often lacking which is the prime reason for the apparent lack of effectiveness of such formal programmes. But building such linkages can hardly be done by academic institutions or consultants; they need to be ultimately done by the managers of the organizations themselves. As a general rule, most managers are aware of this role but have neither the time, energy nor incentive to do the development and training of their junior managers. They also lack a framework to do this systematically. This article suggests a possible framework. The role of senior managers as trainers varies with the stages the junior manager is in his career: as the first boss of a new manager, the senior managers have to shape the values and develop the ability in the new manager to prioritize and set goals for himself for the middle level managers, the senior managers have to act as trainers capitalizing on the experience the junior managers would have had thus far and integrating them with the training programmes they might have been deputed to for senior managers, they must act as disseminators and enablers of dissemination of new ideas for all levels, mentoring is very important. Not all managers can make effective mentors; and for those who have the aptitude, training programmes for mentorship can be useful. Ultimately, the role of the senior managers as trainers, coaches, and mentors is to enable the junior managers to learn effectively and help them in their self development.
APA, Harvard, Vancouver, ISO, and other styles
19

Heather, Jonathon, Elizabeth Shannon, and Sue Pearson. "Analysing a Resilience Development Program: who benefits?" Asia Pacific Journal of Health Management 14, no. 2 (2019): 31–39. http://dx.doi.org/10.24083/apjhm.v14i2.253.

Full text
Abstract:
Objective: This article presents findings from an analysis of resilience and resilience development. Design: Convergent, mixed-methods research used an online survey to gather data from participants in a resilience development program, in combination with a small number of semi-structured interviews with managers. Setting: The research was carried out on public sector health and human services managers and staff, during a time of ‘downsizing’ and organisational restructuring. Main outcome measures: The Wagnild Resilience Scale was used to measure resilience levels and their association to respondent demographic, educational and professional groupings. Results: Interviews with senior managers found a consensus of opinion that resilience was important; and the resilience development program either had, or potentially had, benefits for their workforce. Perceptions about exactly who would benefit differed between senior managers and participants in the program. Participant survey results indicated that respondent characteristics (age, occupational group, highest level of education and departmental role) were associated with differing levels of resilience. Conclusions: This study found that resilience development may benefit two groups of employees in particular: non-nursing staff under 50 years of age, and managers. These findings add to the body of knowledge associated with staff resilience development, organisational change management and organisational learning. These results inform health service manager practice by suggesting potential target groups for resilience development.
APA, Harvard, Vancouver, ISO, and other styles
20

MASSEY, GRAHAM R., and ELIAS KYRIAZIS. "INTERDEPENDENCE AND COMMUNICATION BETWEEN TECHNICALLY TRAINED MANAGERS AND MARKETING MANAGERS DURING INNOVATION PROJECTS." International Journal of Innovation Management 18, no. 03 (2014): 1440003. http://dx.doi.org/10.1142/s1363919614400039.

Full text
Abstract:
Interdependence between Technically Trained Managers and Marketing Managers in new product development (NPD) teams is inherent, though few studies have investigated its effects within such teams. Here, interdependence is disaggregated into two underlying dimensions — the dependence of the Technically Trained Manager on the Marketing Manager, and the dependence of the Marketing Manager on the Technically Trained Manager during the project. Our model is tested using data from 184 Technically Trained Managers from Australian companies involved in NPD. The results suggest that interdependence is an important contextual variable during NPD projects. Senior managers should communicate its importance to NPD team members because of its positive effects within the NPD team. Where the Technically Trained Manager and Marketing Manager recognise their interdependence, they engage in more frequent, and more bidirectional communication. This is important because more effective communication between these two managers positively influences the quality and effectiveness of their working relationships, which in turn can increase NPD project success.
APA, Harvard, Vancouver, ISO, and other styles
21

Streib, Greg, and Ignacio Navarro. "City Managers and E-Government Development." International Journal of Electronic Government Research 4, no. 4 (2008): 37–53. http://dx.doi.org/10.4018/jegr.2008100103.

Full text
APA, Harvard, Vancouver, ISO, and other styles
22

Miltner, Rebecca S., Angela Jukkala, Martha A. Dawson, and Patricia A. Patrician. "Professional Development Needs of Nurse Managers." Journal of Continuing Education in Nursing 46, no. 6 (2015): 252–58. http://dx.doi.org/10.3928/00220124-20150518-01.

Full text
APA, Harvard, Vancouver, ISO, and other styles
23

Linehan, Margaret. "Networking for female managers’ career development." Journal of Management Development 20, no. 10 (2001): 823–29. http://dx.doi.org/10.1108/eum0000000006237.

Full text
APA, Harvard, Vancouver, ISO, and other styles
24

Heraty, Noreen, and Michael Morley. "Line managers and human resource development." Journal of European Industrial Training 19, no. 10 (1995): 31–37. http://dx.doi.org/10.1108/03090599510095861.

Full text
APA, Harvard, Vancouver, ISO, and other styles
25

Collins, Terry R., Mario G. Berivudes, Alisha D. Youngblood, and Pilar Pazos. "Professional Development Training for Engineering Managers." Engineering Management Journal 16, no. 3 (2004): 3–9. http://dx.doi.org/10.1080/10429247.2004.11415251.

Full text
APA, Harvard, Vancouver, ISO, and other styles
26

Williams, Steffi, Melody Emmerson, and Paul Thomas. "Primary care managers: ‘mixed model’ development." British Journal of Healthcare Management 6, no. 12 (2000): 571–74. http://dx.doi.org/10.12968/bjhc.2000.6.12.19348.

Full text
APA, Harvard, Vancouver, ISO, and other styles
27

Lawler, John. "Approaching Management Development for Black Managers." Equal Opportunities International 14, no. 8 (1995): 14–32. http://dx.doi.org/10.1108/eb010655.

Full text
APA, Harvard, Vancouver, ISO, and other styles
28

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.

Full text
Abstract:
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.
APA, Harvard, Vancouver, ISO, and other styles
29

Симонова and Marina Simonova. "Trends in development of competencies of HR managers." Administration 1, no. 2 (2013): 100–103. http://dx.doi.org/10.12737/1983.

Full text
Abstract:
In today´s economy more and more importance is the development of competencies and qualifications that affect not only the competitiveness of the labor force in the labor market, but also the competitiveness of the organization, which attracts a certain quality staff for the purposes of production. A key role in achieving the goals of the staff through the use of advanced technology should play HR managers, their competence and skills depends on their status in the organization and implementation of the employment potential of the organization. Increasingly, the most qualified personnel managers are taking a leading position in the organization, to influence decisions of senior management, to play a significant role in the development of business strategies. Enhancing the role of the HR manager to the role of business partner involves a change in the requirements for their level of competence and qualifications, there is a need for new knowledge and skills, which are still not enough. The article discusses the main directions of development of competences and qualifications of HR managers in the role of a business partner, the reasons for which are not always HR managers can take this position, the development trend of quality manpower to meet felt needs.
APA, Harvard, Vancouver, ISO, and other styles
30

Yujing, Ding. "Empirical study of the readiness state of the future managers of an educational institution for self-projecting." Scientific bulletin of South Ukrainian National Pedagogical University named after K. D. Ushynsky 2019, no. 4 (129) (2019): 64–68. http://dx.doi.org/10.24195/2617-6688-2019-4-8.

Full text
Abstract:
The article reveals the essence and structure of the acmeological experiment and presents the results of empirical research related to the readiness state demonstrated by the future managers of educational institutions for self-projecting and further self-realization. In the process of empirical research, the author’s questionnaire was developed to determine the degree of education manager’s readiness for self-projecting; the respondents of the control and experimental groups were selected; the respondents were questioned; the results of the experiment were processed; the organizational and methodological recommendations aimed at facilitating the development of the readiness of the future education managers for self-projecting were elaborated basing on the experiment results. In order to develop the readiness of managers of educational institutions for self-projecting, a special course «Self-projecting as a way to develop the professional competence of educational managers» has been elaborated, which has been tested in the educational process aimed at training Master course students who obtain their education according to the educational and professional program «Management of an educational institution». This special course was tested during the acmeological experiment. The formation of the abilities to use the self-projecting mechanism for developing the professional competence of an education manager as well as to fulfil the individual plan aimed at developing the professional competence of an education manager in the form of an individual trajectory of self-development and self-improvement are the main results got after mastering the special course. The results of the acmeological experiment showed a significant improvement in the readiness state for self-projecting demonstrated by the future managers of educational institutions who represented the experimental group. Based on the conducted experimental research, the organizational and methodological recommendations aimed at facilitating the development of the readiness of the future education managers for professional self-projecting and self-realization have been elaborated. Keywords: acmeological experiment, readiness, empirical research, manager of an educational institution, self-projecting.
APA, Harvard, Vancouver, ISO, and other styles
31

SHTEPA, N., and M. ZDIR. "DEVELOPMENT OF THE FUTURE MANAGER'S ABILITY TO CREATE AN EFFECTIVE BUSINESS IMAGE." ТHE SOURCES OF PEDAGOGICAL SKILLS, no. 26 (April 7, 2021): 234–37. http://dx.doi.org/10.33989/2075-146x.2020.26.227663.

Full text
Abstract:
The essence and components of the manager's business image, criteria of its efficiency are analyzed.
 Under the effective business image, the authors understand the image of the future manager in the perception of his colleagues, partners, customers, the public, which contributes not only to a positive attitude towards this person, but is a business and emotional core of successful joint activities. Its creation requires from the manager the formed image competence which is reached only by long enough and various work on itself, and, therefore, should be put from the first days of study at university, in particular, studying of specially oriented training courses.
 As an example of such training, the article substantiates the importance of studying the course "Fundamentals of Imageology" for future managers. Features of application of interactive techniques for development of ability of the future manager to design and creation of effective business image are considered.
APA, Harvard, Vancouver, ISO, and other styles
32

Axelrod, Wendy. "How exceptional managers use everyday psychology to develop their people." Industrial and Commercial Training 47, no. 3 (2015): 121–26. http://dx.doi.org/10.1108/ict-11-2014-0075.

Full text
Abstract:
Purpose – The purpose of this paper is to identify an important and often overlooked approach to talent development: managers who apply everyday psychology with their people to drive significant growth. Design/methodology/approach – This paper is based upon: years of consulting with managers, indentifying how to grow people in significant ways; original research of the practices of Exceptional Development Managers; and expert recommended approaches. Findings – Companies undervalue the important role managers can play in talent development. Managers are well positioned to significantly develop people, yet most do not. This paper describes the five actions managers can take using everyday psychology to help drive employees’ development. Practical implications – While every company strives for a fully skilled workforce, for the majority, this is far from reality. With greater investments being made to companywide talent development, it is wise to also invest in equipping managers to turn everyday work into everyday development for their employees. Because the development breakthroughs can be daunting, managers who know how to practically apply everyday psychology have a significant edge. HR departments, company leadership, and individual managers can benefit greatly from leveraging these practices. Originality/value – Manager's involvement in employee development is not new, this just has not gone far enough. Frequently employee development is viewed as needing to be a sideline to getting results. Further, companies are often not relying on the development driven by managers to make a significant impact on their talent development objectives. Yet, managers are key to developing people, and making psychological principles readily adaptable by managers unlocks their path forward.
APA, Harvard, Vancouver, ISO, and other styles
33

Tyagi, Ruchi, and Suresh Vishwakarma. "Workplace Competence Assessment and Development of Frontline Managers at Indian Power Companies." International Journal of Trade, Economics and Finance 8, no. 5 (2017): 235–38. http://dx.doi.org/10.18178/ijtef.2017.8.5.571.

Full text
APA, Harvard, Vancouver, ISO, and other styles
34

Lodder, Mandy, A. J. P. Schrijvers, J. R. J. de Leeuw, R. M. Brouwer, and W. Cahn. "Community housing: functional outcome of severe mental illness is associated with the personality traits of the case manager." Housing, Care and Support 22, no. 2 (2019): 106–13. http://dx.doi.org/10.1108/hcs-10-2018-0026.

Full text
Abstract:
Purpose The purpose of this paper is to examine whether there is an association between case managers’ personality traits and functional outcome of people with severe mental illness (SMI) living in community housing programs (CHP). Design/methodology/approach Functional outcome is measured by the extent of self-reliance. Self-reliance of people with SMI was measured with the Dutch Self-Sufficiency Matrix. The personality of the case manager was measured with the NEO Five Factor Inventory. Findings Conscientiousness of case managers was associated with an increased self-reliance over a period of two years, in those with SMI living in CHP (OR.2.800 ρ = 0.04). Practical implications When these findings are replicated, they could be used in the case managers selection process and/or training programs. Social implications Conscientiousness of case managers was associated with functional outcome of persons with SMI living in supported housing and that female subjects benefitted the most. This study suggests that conscientious care planning is essential in the recovery process. Originality/value No previous studies have been performed examining the specific relationship between the case manager’s personality traits and functional outcome of people with SMI.
APA, Harvard, Vancouver, ISO, and other styles
35

Anjum, Mehmood, Syed Muhammad Zia, and Waheed Ahmed Khan. "Cultural Comparison of Trait Emotional Intelligence among the Provinces of Pakistan (Sindh, Punjab, Khyber Pakhtunkhwa and Balochistan)." Journal of Intercultural Management 7, no. 3 (2015): 15–37. http://dx.doi.org/10.1515/joim-2015-0019.

Full text
Abstract:
Abstract The important feature of effective manager is to understand emotions in an effective method. This study looks into cultural variations in trait Emotional Intelligence among the business managers from the provinces of Pakistan i.e. Sindh, Punjab, Khyber Pakhtunkhwa and Balochistan. Comparing rotated component matrixes of these four provinces revealed the four traits emotional intelligence factors, Well-being, Self-control, Emotionality, and Sociability of these provinces. Short-form of Trait emotional intelligence Questionnaire developed by Petrides [2009] has employed to measure the 404 business managers from four provinces in present article. The results revealed evident the cultural differences in trait emotional intelligence scores with the business managers of Sindh scoring consistently higher than other three provinces and the business managers from Balochistan province scores are at lowest. These cross cultural differences may have ramification for global EI trait, well-being, self-control, emotionality and sociability in business manager’s performance, negotiation, conflict management, decision making and organizational development.
APA, Harvard, Vancouver, ISO, and other styles
36

Rong, Da. "Training and Development Strategies for Senior and Middle Level Managers with the Purpose of Learning Organizations." Journal of Finance Research 4, no. 1 (2020): 108. http://dx.doi.org/10.26549/jfr.v4i1.3271.

Full text
Abstract:
In the presence of dynamic organizational environment and a growing supply of ‘knowledgeable employees’ which require more professional managers to address their fast changing and increasing needs, senior and middle level managers are now required to keep up with the dynamic and learning environment more than ever. In order to train senior and middle level managers, the article has recommended four perspectives to encourage the development of learning manager. The first aspect for senior and middle level mangers is to integrate learning talents into their practices. The second point is to encourage managers to provide strong support for individuals and teams to develop a learning organization. The third point encourages learning managers and organizations to be composed into the culture of the organization. The last point advocates for more open and free dissemination of information and knowledge to be allowed within an organization.
APA, Harvard, Vancouver, ISO, and other styles
37

Burke, Kimberly. "Practical Strategies for Library Managers (review)." portal: Libraries and the Academy 2, no. 2 (2002): 338–40. http://dx.doi.org/10.1353/pla.2002.0027.

Full text
APA, Harvard, Vancouver, ISO, and other styles
38

Clarke, George R. G. "Do Reticent Managers Misreport Data during Firm Surveys? Cross-Checking Reticent Managers’ Answers with Other Information." Journal of Development Studies 55, no. 2 (2017): 243–59. http://dx.doi.org/10.1080/00220388.2017.1385763.

Full text
APA, Harvard, Vancouver, ISO, and other styles
39

Hessel, Ana Maria Di Grado, and Ivani Catarina Arantes Fazenda. "The Complexity Vision for Online Development." Journal on Innovation and Sustainability. RISUS ISSN 2179-3565 4, no. 2 (2013): 83. http://dx.doi.org/10.24212/2179-3565.2013v4i2p83-94.

Full text
Abstract:
In the perspective of complexity, this Paper is on an experience of online development for school manager, in which an interdisciplinary attitude of partnership emerges. The characteristic of this development is a more complex and systemic vision, in which the school dynamics is regarded as an alive system, liable to be self-organized, a culture in permanent construction nourished by the interpersonal relations and collective work. It values Aesthetical sensibility in development, so fundamental for the projects committed with autonomy and emancipation, despite the fact this kind of Aesthetics has not been valued, but replaced by a more technical form of development. This approach offers the opportunity to experience a historical process, as it evolves contextualized knowledge. School managers and the researcher imbricate in an intersubjective relation while an attitude of interdisciplinary partnership emerges. Interactive online resources are used during the experience in which the narratives unveil the richness of the intersubjective communication and the intrasubjective process of construction and meaning of reality. During the development of this transdisciplinar research, I could perceive the movement of construction of the school managers’ own experience, and reflect on my life experience, research my own practice learning about it, while continuously experiencing the two polarities: developing school managers and being developed as such.
APA, Harvard, Vancouver, ISO, and other styles
40

Han, Su Jin, Woo Gon Kim, and Sora Kang. "Effect of restaurant manager emotional intelligence and support on front-of-house employees’ job satisfaction." International Journal of Contemporary Hospitality Management 29, no. 11 (2017): 2807–25. http://dx.doi.org/10.1108/ijchm-11-2015-0641.

Full text
Abstract:
Purpose This study aims to investigate the influence of restaurant manager’s emotional intelligence (EI) and manager support on service employees’ attitudes and performance by applying affective event theory. Design/methodology/approach The multi-level research approach incorporates three different levels of analysis: employees’ job satisfaction and service performance; manager’s EI and support; and) restaurant unit level service under pressure. Data were collected from wait staff employed in full-service restaurants in the southeastern region of the USA. This research uses the hierarchical linear model to process the survey data. Findings The findings indicate that manager EI and support have a significant impact on employees’ job satisfaction, and further leads to high levels of service performance. The moderating effect of service under pressure between leader’s EI and employees’ job satisfaction is not statistically significant. Practical implications Results suggest practical management implications to restaurant managers and frontline service employees. This study’s research findings imply management training and development programs should help managers regulate their own and better understand service employees’ emotions. Findings further highlight the important role manager support has upon employee’s job satisfaction and frontline service performance. Originality/value The present study offers a comprehensive perspective to better understand the variation of employees’ job satisfaction that arises from three different sources: between individuals, between teams and between restaurants. The findings also provide new insight into EI scale development.
APA, Harvard, Vancouver, ISO, and other styles
41

Kressova, Petra. "The Experience of the Czech Managers with Training and Development Courses for Managers." International Journal of Knowledge, Culture, and Change Management: Annual Review 11, no. 4 (2012): 283–96. http://dx.doi.org/10.18848/1447-9524/cgp/v11i04/50136.

Full text
APA, Harvard, Vancouver, ISO, and other styles
42

Yamazaki, Yoshitaka, Michiko Toyama, and Andreas Joko Putranto. "Comparing managers’ and non-managers’ learning and competencies." Journal of Workplace Learning 30, no. 4 (2018): 274–90. http://dx.doi.org/10.1108/jwl-08-2017-0074.

Full text
Abstract:
Purpose The purpose of this study is to empirically explore how managers differ from non-managers with regard to learning skills as competencies and learning style in a public-sector work setting. The paper also examined how learning style affects competency development. Design/methodology/approach This study applied Kolb’s experiential learning theory concomitant with its instruments to analyze 12 skills and 4 learning styles. A total of 457 government officers from the Indonesian Ministry of Finance and Ministry of Internal Affairs participated in this study, including 112 managers and 345 non-managers. Findings The study had four major findings. Although the two groups were similar in technology skills, managers had stronger skills than non-managers in leadership, relationship, helping, sense making, information gathering, information analysis, theory building, quantitative analysis, goal setting, action and initiative. Relationship skills were important for both managers and non-managers. Managers were more abstract and less concrete learners than non-managers. The learning style with more thinking over feeling affected learning skills development much more than the learning style with more acting over reflecting. Originality/value Using experiential learning theory, this study has clarified what competencies of managers are more developed than those of non-managers and how the two groups learn differently.
APA, Harvard, Vancouver, ISO, and other styles
43

Mindell, Nicola. "Devolving training and development to line managers." Management Development Review 8, no. 2 (1995): 16–21. http://dx.doi.org/10.1108/09622519510081993.

Full text
APA, Harvard, Vancouver, ISO, and other styles
44

Broussine, Michael, and Yusuf Ahmad. "The development of public managers’ reflexive capacities." Teaching Public Administration 31, no. 1 (2013): 18–28. http://dx.doi.org/10.1177/0144739412466866.

Full text
APA, Harvard, Vancouver, ISO, and other styles
45

McCambridge, James A. "Designing Executive‐Development Programs for Engineering Managers." Journal of Management in Engineering 9, no. 3 (1993): 234–42. http://dx.doi.org/10.1061/(asce)9742-597x(1993)9:3(234).

Full text
APA, Harvard, Vancouver, ISO, and other styles
46

Castle, Alan, Derek Adrian-Harris, David G. Holloway, and Angela J. Race. "Radiography managers' views on continuing professional development." British Journal of Therapy and Rehabilitation 4, no. 7 (1997): 392–95. http://dx.doi.org/10.12968/bjtr.1997.4.7.14418.

Full text
APA, Harvard, Vancouver, ISO, and other styles
47

Hall, Roger David, and Caroline Ann Rowland. "Leadership development for managers in turbulent times." Journal of Management Development 35, no. 8 (2016): 942–55. http://dx.doi.org/10.1108/jmd-09-2015-0121.

Full text
Abstract:
Purpose In a turbulent economic climate, characterized by pressures to improve productivity and reduce costs, leadership and performance management have a more central role in helping to ensure competitive advantage. The purpose of this paper is to explore current demands on leaders; and endeavours to explore linkages between management education and agile leadership. Design/methodology/approach Taking a grounded theory approach, this paper uses the concepts of volatility, uncertainty, complexity and ambiguity (VUCA) to investigate the impact on desired attributes of leaders and the extent to which this is underpinned by current management education programmes. It draws on the VUCA model of agile management to examine current practices and experiences and considers future trends. Empirical research includes case studies and analysis of management syllabuses. Findings Syllabuses do not reflect the attributes that organizations expect leaders to possess and are content driven rather than process focused. VUCA is not yet mainstream in academic thinking. Practical implications There is a disparity between the output of business schools and the expectations of organizations. This may affect productivity. It is suggested that the use of live consultancies may provide a more beneficial management development experience. Originality/value This research opens an international debate that seeks to assess the relevance of current management education to the needs of organizations for agile, high-performing leaders.
APA, Harvard, Vancouver, ISO, and other styles
48

Yawson, Robert M. "Leadership and management development: developing tomorrow's managers." Human Resource Development International 15, no. 1 (2012): 131–34. http://dx.doi.org/10.1080/13678868.2011.604957.

Full text
APA, Harvard, Vancouver, ISO, and other styles
49

Klagge, Jay. "Leadership development needs of today’s organizational managers." Leadership & Organization Development Journal 18, no. 7 (1997): 355–62. http://dx.doi.org/10.1108/01437739710190666.

Full text
APA, Harvard, Vancouver, ISO, and other styles
50

MacLean, Donald, Robert Paton, and Elaine de Vries. "Personal competences and outdoor development for managers." Career Development International 1, no. 1 (1996): 23–26. http://dx.doi.org/10.1108/13620439610111390.

Full text
APA, Harvard, Vancouver, ISO, and other styles
You might also be interested in the bibliographies on the topic 'Development of managers' for other source types:
Dissertations / Theses Books
We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!

To the bibliography