Academic literature on the topic 'Different between leader and manager'
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Journal articles on the topic "Different between leader and manager"
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Simić, Ivana. "Are managers and leaders one and the same?" Ekonomika 66, no. 3 (2020): 1–13. http://dx.doi.org/10.5937/ekonomika2003001s.
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Although the debate about the relationship between management/manager and leadership/leader has been present in management science for decades, there is still no final general agreement about the character of the mentioned relationship. For many years the prevailing approach, according to which there is no relevant equality between management/manager and leadership/leader, has been replaced with a different one which highlights the high level of overlaping and similarity between the mentioned categories. In this paper, these two approaches are only conditionally labeled as traditional and contemporary. Accordingly, the key features of both these approaches are presented. The author of the paper considers that all these analyses of the relationship between management/manager and leadership/leader, which do not take into account the fact that within an organization it is possible to identify two prominent types of leadership/leaders (formal and informal), are defective and incomplete. The paper emphasizes that the relationship between management/manager and formal leadership/leader is not identical to the relationship between management/manager and informal leadership/leader.
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Prevodnik, Mojca, and Roberto Biloslavo. "Managers and Leaders in Organizations of a Post-transition Economy." Organizacija 42, no. 3 (May 1, 2009): 87–94. http://dx.doi.org/10.2478/v10051-009-0006-1.
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Managers and Leaders in Organizations of a Post-transition EconomyManagers and leaders are different figures within an organization but are also alike. During different stages of the organizational life cycle we sometimes need more manager-oriented people and at other times more leader-oriented people. However most of the time we need them both in order to achieve a balance within the organization. Slovenia is a post-transition economy, facing new challenges and opportunities therefore the need for leader-oriented people is expected to be huge. Nevertheless our research showed that in Slovenian profit and non-profit organizations, upper management positions have been occupied by manager-oriented people but at the same time a balance exists between the two roles. We also found out that managers and leaders perceive the success of their organisations in quite a similar way. An adapted Hickman's questionnaire together with a content analysis of subordinates' comments about how they perceive their organization was used to ascertain the differences between them and their superiors. By knowing how employees perceive their managers and how the latter perceive themselves and their organizations we can develop better approaches to management development in post-transition economies.
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Wen, Liqun, Mingjian Zhou, and Qiang Lu. "The influence of leader’s creativity on employees’ and team creativity." Nankai Business Review International 8, no. 1 (March 6, 2017): 22–38. http://dx.doi.org/10.1108/nbri-05-2016-0020.
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Purpose This study aims to explore the domain of leader’s creativity and suggests that leader’s creativity can be present as both worker-role creativity and manager-role creativity. Then, the study examines the influence of leader’s worker-role creativity and manager-role creativity on employees’ creativity and team creativity. As a contextual factor, the identification with leader is taken as a moderator at both the individual and team levels. Design/methodology/approach With data that was collected from 229 employees and 32 team leaders in entrepreneurial and R&D teams of China, hierarchical regression is conducted to test the hypotheses at individual and team levels separately. Findings The results show that leader identification plays a different role in moderating the effects of worker-role creativity and manager-role creativity on employees’ and team creativity. For the relationships between worker-role creativity and employees’ and team creativity, they are positive when leader identification is high and negative when it is low. For the relationships between manager-role creativity and team creativity, it is stronger when leader identification is higher rather than lower. Research limitations/implications This study answers the call for studying the roles of creative role models and provides new evidence of the leader as a role model. The exploration of the domain of leader’s creativity and the different effects on creative outcome brings an interesting perspective on creativity and leadership research. Originality/value The present study draws on the advance to develop the content of leader’s creativity. Then, the moderating role of identification with leader between leader’s creativity and employees’ creativity and team creativity is comprehensively examined.
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Karlsen, Jan Terje, Parinaz Farid, and Tim Torvatn. "Project manager roles in a public change project: the case of a municipal merger." International Journal of Organization Theory & Behavior 23, no. 2 (March 30, 2020): 155–71. http://dx.doi.org/10.1108/ijotb-04-2019-0052.
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PurposeThis paper investigates the emphasis placed on different managerial roles by the project manager in a public merger and change project.Design/methodology/approachA research model was designed based on six management roles: leader, resource allocator, spokesman, entrepreneur, liaison and monitor. Empirical data were collected using in-depth interviews. The studied case concerns a large public merger and change project between two municipalities in Norway.FindingsThe paper reveals that the project manager emphasized the externally oriented entrepreneur role mostly. The internally oriented resource allocator role that focuses on managing the project was least emphasized. The research identifies a gap between needed and actual competence in basic project management as a barrier to exercise the resource allocator role more thoroughly.Research limitations/implicationsFuture research should investigate other public merger and change projects so that these findings may be generalized.Practical implicationsThis research concludes that project managers in public change projects should be more internally oriented towards the resource allocator role. Furthermore, public project managers need to make sure that they possess the necessary technical project management competence to practice the resource allocator role effectively.Originality/valueRather than stressing the importance of leadership in general to manage a project, this paper is original as it applies a set of management roles to empirically study what a public project manager practice.
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Koops, Leonie, Ceciel van Loenhout, Marian Bosch-Rekveldt, Marcel Hertogh, and Hans Bakker. "Different perspectives of public project managers on project success." Engineering, Construction and Architectural Management 24, no. 6 (November 20, 2017): 1294–318. http://dx.doi.org/10.1108/ecam-01-2015-0007.
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Purpose The authors argue that public project managers do not consider the iron triangle (cost, quality and schedule) primary important in measuring the success of their projects. To investigate which success criteria are important to public project managers, the authors interviewed 26 Dutch project managers who are employed by the government and who are responsible for managing infrastructural projects. The paper aims to discuss these issues. Design/methodology/approach In this research the Q-methodology is applied. Q-methodology helps to find for correlations between subjects across a sample of variables. Q-factor analysis reduces the individual viewpoints down to a few factors. A factor can be seen as the mathematical representation of an “average” perspective shared by a group of people. Findings Findings are based on the individual rankings of 19 success criteria; the authors distinguished three common perspectives: the holistic and cooperative leader, the socially engaged, ambiguous manager and the executor of a top-down assignment. In none of the perspectives the iron triangle criteria formed the top three to measure project success. Research limitations/implications The research results may have a national character. The way project success is perceived by public project managers may be culture dependent. For this the authors expand the research to other countries in the near future. Practical implications This paper contributes to the understanding of the public project manager by their private collaboration partners, like consultants, engineers and contractors. This will help them to understand their client and contribute to better collaboration in projects. Originality/value This paper shows that the difference in work attitude and value frame in the public sector leads to a specific view on project success.
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Drouin, Nathalie, Ralf Müller, Shankar Sankaran, and Anne Live Vaagaasar. "Balancing vertical and horizontal leadership in projects." International Journal of Managing Projects in Business 11, no. 4 (September 3, 2018): 986–1006. http://dx.doi.org/10.1108/ijmpb-01-2018-0002.
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Purpose The purpose of this paper is twofold: to identify how horizontal leaders (within project teams) execute their leadership task in the context of balanced leadership; and to pinpoint scenarios that can occur when horizontal leaders are identified and empowered by the vertical leader (senior or project managers) and a project task is handed over to them to lead. This research is based on the concept of balanced leadership, which conceptualizes leadership as a dynamic, situation-dependent transition of leadership authority from a vertical leader (like a project manager) to a horizontal leader (a project team member) and back again, in order to contribute positively to a project’s success. Balanced leadership consists of five events (nomination, identification, empowerment, horizontal leadership and its governance, and transition). This paper focuses on the fourth event, and its specific aspect of leadership distribution between horizontal and vertical leader. This event begins when a team member(s) accepts the empowerment to assume the role of horizontal leader. This paper explicitly links the leadership style of the vertical leader based on Frame’s (1987) leadership styles and the nature of decisions taken by both the vertical and horizontal leaders to deliver the project. Design/methodology/approach The method used for this paper is the qualitative phase of a sequential mixed methods (qualitative-quantitative) study. Data were collected through case studies in four different countries, using a maximum variety sampling approach. Data collection was through interviews of vertical leaders (senior leaders who were often sponsors of projects or members of senior management or project managers) and horizontal leaders (team leaders or members) in a variety of industry sectors. Data analysis was done through initial coding and constant comparison to arrive at themes. Thematic analysis was used to gain knowledge about the split of leadership and decision-making authority between the horizontal and vertical leader(s). Findings The results show that for Canadian and Australian projects, a combination of autocratic and democratic leadership styles were used by vertical leaders. In the case of Scandinavian projects, a democratic leadership style has been observed. Linked to these leadership styles, the horizontal decision making is predominantly focused on technical decisions and to daily task decisions to deliver the project. Delegation occurs most of the time to one specific team member, but occasionally to several team members simultaneously, for them to work collaboratively on a given issue. Research limitations/implications The paper supports a deeper investigation into a leadership theory, by validating one particular event of the balanced leadership theory, which is based on Archer’s (1995) realist social theory. The findings from this paper will guide organizations to facilitate an effective approach to balancing the leadership roles between vertical and horizontal leaders in their projects. The findings can also be used to develop horizontal leaders to take up more responsibilities in projects. Originality/value The originality lies in the new leadership theory called balanced leadership, and its empirical validation. It is the first study on the leadership task distribution between vertical and horizontal leadership in projects. Its value is new insights, which allow practitioners to develop practices to find and empower the best possible leader at any given time in the project and academics to develop a more dynamic and, therefore, more realistic theory on leadership as it unfolds in projects.
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Candidi, Matteo, Arianna Curioni, Francesco Donnarumma, Lucia Maria Sacheli, and Giovanni Pezzulo. "Interactional leader–follower sensorimotor communication strategies during repetitive joint actions." Journal of The Royal Society Interface 12, no. 110 (September 2015): 20150644. http://dx.doi.org/10.1098/rsif.2015.0644.
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Non-verbal communication is the basis of animal interactions. In dyadic leader–follower interactions, leaders master the ability to carve their motor behaviour in order to ‘signal’ their future actions and internal plans while these signals influence the behaviour of follower partners, who automatically tend to imitate the leader even in complementary interactions. Despite their usefulness, signalling and imitation have a biomechanical cost, and it is unclear how this cost–benefits trade-off is managed during repetitive dyadic interactions that present learnable regularities. We studied signalling and imitation dynamics (indexed by movement kinematics) in pairs of leaders and followers during a repetitive, rule-based, joint action. Trial-by-trial Bayesian model comparison was used to evaluate the relation between signalling, imitation and pair performance. The different models incorporate different hypotheses concerning the factors (past interactions versus online movements) influencing the leader's signalling (or follower's imitation) kinematics. This approach showed that (i) leaders' signalling strategy improves future couple performance, (ii) leaders used the history of past interactions to shape their signalling, (iii) followers' imitative behaviour is more strongly affected by the online movement of the leader. This study elucidates the ways online sensorimotor communication help individuals align their task representations and ultimately improves joint action performance.
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Karanika-Murray, Maria, Dimitra Gkiontsi, and Thom Baguley. "Engaging leaders at two hierarchical levels in organizational health interventions." International Journal of Workplace Health Management 11, no. 4 (August 6, 2018): 210–27. http://dx.doi.org/10.1108/ijwhm-07-2018-0086.
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Purpose Although visible leader support is an essential ingredient for successful organizational health interventions, knowledge on how leaders at different hierarchical levels engage with interventions is underdeveloped. The purpose of this paper is to explore leader engagement by drawing from the experiences of the intervention team. Design/methodology/approach Data from semi-structured interviews with the team responsible for implementing an organizational health intervention in two large UK organizations were used to examine how leaders at strategic (senior management) and operational (line managers) positions engaged with the intervention. Findings Thematic analysis uncovered 6 themes and 16 sub-themes covering the leaders’ initial reactions to the intervention, barriers to leader engagement, ways in which the intervention team dealt with these barriers, factors facilitating and factors accelerating leader engagement, and differences in engagement between leadership levels. Research limitations/implications This study can inform research into the conditions for optimizing leader engagement in organizational health interventions and beyond. Insights also emerged on the roles of leaders at different hierarchical levels and the value of perspective taking for intervention implementation. Practical implications Recommendations for bolstering the engagement of leaders in interventions are offered, that apply to all leaders or separately to leaders at strategic or operational levels. Originality/value The experiences of the intervention team who sought to engage leaders at different organizational levels to support the intervention are invaluable. Understanding how leader engagement can be maximized can better equip intervention teams for delivering successful interventions.
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Maslova, E. L. "SYSTEM THINKING – THE COMPETENCE OF THE MODERN HEAD." Scientific Journal ECONOMIC SYSTEMS 13, no. 3 (2020): 81–87. http://dx.doi.org/10.29030/2309-2076-2020-13-3-81-87.
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The article considers the importance of the systemic thinking of a leader as a key competence of an effective manager of the 21st century. The employers’ understanding of the analyzed quality at different levels of development of this competency is shown: from awareness to expert. So, for example, the initial level involves the ability to describe the relationships between processes in your subject area, but at the highest level, the leader or specialist should already see the grounds that unite them, be able to make strategic decisions. Systemic thinking allows you to look at the problem being solved as a system of interrelated factors, to rise above the problem and see it in its entirety, the socalled “Helicopter Sight”. From the point of view of systemic thinking, the importance for the leader of the ability to reveal the abilities of subordinates is shown; ability to respect and be tolerant of other, sometimes opposite and alien points of view. The author gives the results of many years of research on problems of thinking. The studies conducted during the training with the managers and specialists of PJSC Gazprom on the development of systemic and innovative thinking showed an insufficient level of development of systemic thinking. It was also found that managers and specialists included in the organization’s personnel reserve need a deeper study of the essence of systemic thinking and its tools.
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Konrad, Edvard. "Implicit leadership theories in Eastern and Western Europe." Social Science Information 39, no. 2 (June 2000): 335–47. http://dx.doi.org/10.1177/053901800039002010.
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Modern theories of leadership emphasize cognitive interaction between leaders and followers. Experience shows that the right personality, the correct behaviour or an appropriate situation for leading are not enough; successful leader performance depends to a large extent on how the leader is accepted by his or her followers. That is why the study of implicit leadership theories that determine these perceptions is important. Implicit leadership theories can be considered as cognitive schemata or prototypes that enable a person to categorize the behaviour of the leader. In the present study, the implicit theories of Eastern and Western middle managers are compared. Results show similarities and differences in the prototypicality rating of 21 leadership behaviours perceived by Eastern and Western managers. Possible influences of cultural differences due to the different historical development of these regions are indicated. The implications of the results for selection and development of leaders are discussed.
Dissertations / Theses on the topic "Different between leader and manager"
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Abohilal, Sami Abdullah. "Investigating the roles of leaders, managers and their mutual roles in aligning strategy and project management in public sector organisations : the case of the Kingdom of Saudi Arabia." Thesis, Brunel University, 2017. http://bura.brunel.ac.uk/handle/2438/16200.
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The focus of this thesis is to investigate the roles of leaders, managers, and mutual roles in aligning strategy and project management (ASPM) in public sector organisations (PSOs) in developing countries (DCs). ASPM as a phenomenon has emerged to support organisations to improve the performance of their projects and fulfil their strategic objectives. In reviewing the normative literature in this area, it is evident that a limited number of studies have been conducted on ASPM, particularly studies related to PSOs in DCs, where the statistics reflect a higher percentage of failed and/or delayed projects. To the best of this author's knowledge, and having conducted a thorough review of the literature, it is believed that none of the existing research studies conducted on ASPM have explored the roles of leaders, managers, and mutual roles in ASPM in PSOs. Thus, the author asserts that it is of high importance to investigate this area within ASPM and to prepare a study that contributes by shedding light on the roles of leaders, managers, and common roles between them in ASPM in PSOs in DCs. This thesis contributes to the body of knowledge related to strategic alignment and management, project management, the public sector and leadership/management as it investigates the roles of leaders, managers, and mutual roles in ASPM in PSOs in DCs. Furthermore, this thesis presents the factors that influence leaders and managers as they carry out their individual as well as mutual roles. The proposed conceptual framework is developed and presented in Chapter 3. From a practical perspective, this thesis contributes by providing the decision makers with a tool that has been tested through multiple units in KSA government case, which may support them in improving the performance of their projects and bring benefits to organisations. In addition to that, in Chapter 5 this thesis presents some lessons learned from the pilot unit study. The author assumes that such the conceptual framework and the factors influencing the roles of managers and leaders and the mutual roles in ASPM are significant and novel and may help to improve project performance, highlighting the importance of strategy management, and ultimately improving the performance in PSOs. The author uses qualitative, interpretive, multiple unit studies research strategy to validate the proposed conceptual framework. The author found from the pilot unit study and other four units study results, present that this kind of approach contributes to more strong decisions for ASPM implementation and highlight that it is acceptable by the unit studies. In spite of the fact that these results cannot be generalised, they can allow others researcher's to link their views with the ones reported in this thesis. This thesis proposes tests and presents a novel framework for ASPM and contributes to the body of knowledge by enriching the literature. The findings from the five units study organisations reveal that the proposed framework is acceptable and clearly indicate the significance of ASPM in PSOs.
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Jou, Je-Hsiu, and 周哲旭. "Moderating Effects of Mutual-Fund Manager''s Demographic Characteristics and Different Stock Market Conditions on the Relationship between Mutual-Fund Manager''s Personality Traits and Fund Performance." Thesis, 1998. http://ndltd.ncl.edu.tw/handle/38909871825123659219.
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Shih, Teng-San, and 施登山. "The Relationship between the Mode of Leader and Performance of international Joint Venture among the different Organizational Culture and Motivation." Thesis, 2005. http://ndltd.ncl.edu.tw/handle/10453154840498882114.
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博士中國文化大學
國際企業管理研究所
93
This study empirically examines the relationship between the mode of leader and the performance of international joint venture (IJV) among the different organizational culture and motivation. The purpose of this study was to verify the leader mode of cooperation or competition will get higher performance moderated by the different organizational culture and motivation of the IJV. Data were collected through questionnaire survey from the 170 valid samples of IJVs in Taiwan. In summary, the results this study have proven that the mode of leader was significant prediction of performance of IJV, and a positive relationship was established between these two variables. In addition, different organizational culture and motivation of IJV will moderate the relationship between the leader’s mode and the performance of international joint venture. Finally, the future study and practical implication of this study were also discussed. The chapter in appendix of this study have discussed that if there are n alternatives (IJVs) under m evaluations criteria of performance are determined by r experts, then how to choose the best one. There provided a fuzzy decision making for IJV performance based on fuzzy number and compositional rule of inference, it is rally fit for this uncertain environment.
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Yin-hsuan, Chu, and 朱盈璇. "The Study of the Relationship between Mutual-Fund Manager''s Personality Traits and Stock Holding Strategy in Different Stock Market Conditions." Thesis, 2000. http://ndltd.ncl.edu.tw/handle/54125867519341017855.
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碩士國立臺北大學
企業管理學系
88
The purpose of this study is to investigate the personailty traits of fund manager. Since some locus of control and risk taking of fund manager may lead how stock holding strategies and investment risk and lower performance , we run multi-regression by SPSS model to see if stock holding strategy and investment risk and performance effected. I measure the locus of control and risk taking of fund manager by IPC and risk attitute scale and collect questionnaire to stock funds managers in different stock market conditions.The main findings are as follow： 1.Personailty traits and fund performance (1)Different personailty traits fund managers have different fund performance (2)The higher internal locus of control fund managers have better fund performance,especially in the bull market (3)The higher risk taker fund managers have better fund performance,especially in the bull market 2.Personailty traits and stock holding strategy (1)Different risk taker traits fund managers have different stock holding strategy (2)Only in the bull market,different internal locus of control traits will effect the fund manager'' stock holding strategy (3)The higher risk taker fund managers who perfer concentrate their stickholding 3.Personailty traits and stock holding risk (1)Different risk taker traits fund managers have different stock risk (2)Different internal locus of control level don''t effect stock holding risk (3)The higher risk taker fund managers who have higher stock holding risk
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Yi-Chun, Shen, and 沈怡君. "The Issue on Internet Marketing Process for Baby Products Industry and the Research on Marketing Manager Role - Comparison between Different Types of Advertising Appeals Cases." Thesis, 2013. http://ndltd.ncl.edu.tw/handle/e7fw9g.
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碩士輔仁大學
企業管理學系管理學碩士在職專班
101
Academically, most related studies on Internet marketing are focusing on service industry or IT industry. The issues on Internet marketing process for baby products industry and the research on marketing manager role are rather rare at present. This research is able to provide diverse points of view for academia through the cases in a different industry, and fulfill the study on Internet marketing. Practically, due to the keen competition in Taiwan baby products industry and along with the declining birthrate every year, every company tries his best to attract customers. As a result, it is a big challenge for companies in Taiwan baby products industry to figure out how to find customer demand under the situation of low birth rate, and then motive their buying behavior. For this reason, baby products industrials will be able to build up competitive advantage in this industry if the issue of Internet marketing process and its solution could be found out. It is expected that this research can be reference for Internet marketing process and advertising appeals in baby products industry. This purpose of this research is to investigate the diverse issues of advertising appeal brought by rational appeal and emotional appeal during different stages of Internet marketing process and the research on marketing manager role. This research compares six cases of S company in Taiwan baby products industry by analyzing two types of advertising appeals, rational appeal and emotional, dividing Internet marketing process into five stages. The result shows that during the stage of evaluating market demand, with “Product Positioning” and “Product Features” as its priority issues in the use of rational appeal; with “Product Positioning” and “Market Demand” as its priority issues when using emotional appeal. During the stages of market segmentation, market targeting, market positioning, developing marketing mix and competitive advantage analysis, with “Product Positioning” and “Impact of Competitive Products” both in the use of rational appeal and emotional appeal. In addition, this research presents the facts that the marketing manager roles will be different when facing different types of advertising appeals and issues of Internet marketing process. When facing “Product Positioning” issue, the marketing manager role will be as the role of “internal coordination” in the use of rational appeal, while it will transfer to be “professional decision maker” when using emotional appeal.
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Yung-Kuei, Shen, and 沈勇魁. "A developing progress of a new service in financial industry and a study between a role of product manager and problem shooting.A comparison of case study about paying platforms between different tourist tours." Thesis, 2012. http://ndltd.ncl.edu.tw/handle/05472880715578465080.
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碩士輔仁大學
企業管理學系管理學碩士在職專班
100
The signing of a financial supervisory memorandum of understanding between Taiwan and China regions had been completed on 16th of Nov.2009.Negotiations on the proposed Economic Cooperation Framework Agreement has been officially started on 26th of Jan.2010. This opened up a gate for institutes of finance and economy between Taiwan and China. According to the needs about opening up the finance and economy between Taiwan and China, the regulation of relative businesses was amended progressively. The new financial regulation enacted on 15th of July, 2009. With Financial Supervisory Commission’s approval of the Competent Authority, financial institutions in Taiwan may engage in the following credit card or debit card businesses with institutions engaging in inter-bank information exchange and funds clearing services for credit cards and debit. Taiwan has been engaging in developing credit card business and the market has grown up to a maturity. The flow of cards is about 31 millions, every person has three to four credits card in average. The amount of credit card bill was reached up to 1.5 trillion in 2010. Therefore, open up Taiwan region to Mainland China and engage in credit or debit cards service is a trend to bring up with new businesses between regions. This study is analyzed from a point of view in financial industry and structured with a new service development to discuss between a role of product manager and problems shooting. This study is aimed to apply a theoretical structure in practical management, to enhance managerial practice and efficiency, and regarded as a case study in academic area.
Books on the topic "Different between leader and manager"
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Bertocci, David I. Leadership in organizations: There is a difference between leaders and managers. Lanham, Md: University Press of America, 2009.
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Cane, Peter, Herwig C. H. Hofmann, Eric C. Ip, and Peter L. Lindseth, eds. The Oxford Handbook of Comparative Administrative Law. Oxford University Press, 2020. http://dx.doi.org/10.1093/oxfordhb/9780198799986.001.0001.
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In this volume, distinguished experts, and leaders in the field, discuss a wide range of issues in administrative law from a comparative perspective. Administrative law is concerned with the conferral, nature, exercise, and legal control of administrative (or ‘executive’) governmental power. It has close links with other areas of ‘public law’, notably constitutional law and international law. It is of great interest and importance not only to lawyers but also to students of politics, government, and public policy. Studying public law comparatively helps to identify both similarities and differences between the way government power and its control is managed in different countries and legal traditions.
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Westphal, James, and Sun Hyun Park. Symbolic Management. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780198792055.001.0001.
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This book presents the symbolic management perspective as a comprehensive, behavioral theory of corporate governance. It describes a pervasive pattern of symbolic decoupling, or separation between appearances and reality, at each level of the governance system. The processes of governance are less efficient or effective than they appear, at every level: from interpersonal relations within organizations, such as relations between chief executive officers and directors and between top managers and lower-level employees, between firm leaders and external stakeholders, and between communities of leaders and groups of constituents. There is even a separation between appearances and reality at the level of the governance system. Symbolic management comprises the agentic practices by which decoupling is maintained at different levels of the system, including internal and external communications by firm leaders that conform to prevailing cultural values. The symbolic management perspective not only provides an integrative, behavioral alternative to economic theories of governance such as agency theory, but it subsumes economic theory. Agency theory is reconceived as a historically contingent, institutional logic, or a set of cultural values, assumptions, and prescriptions that became taken for granted among key stakeholders for a period of time. We reveal a gradual shift in institutional logics of governance, away from the traditional agency logic, and toward an alternative “neo-corporate” logic that reinterprets agency prescriptions and drops fundamental economic assumptions of agency theory. Our theory and research ultimately demonstrate how the symbolic management activities of firm leaders have contributed to this historical shift in prevailing logics of governance.
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Petrey, Taylor G. Tabernacles of Clay. University of North Carolina Press, 2020. http://dx.doi.org/10.5149/northcarolina/9781469656229.001.0001.
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Taylor G. Petrey’s trenchant history takes a landmark step forward in documenting and theorizing about Latter-day Saints (LDS) teachings on gender, sexual difference, and marriage. Drawing on deep archival research, Petrey situates LDS doctrines in gender theory and American religious history since World War II. His challenging conclusion is that Mormonism is conflicted between ontologies of gender essentialism and gender fluidity, illustrating a broader tension in the history of sexuality in modernity itself. As Petrey details, LDS leaders have embraced the idea of fixed identities representing a natural and divine order, but their teachings also acknowledge that sexual difference is persistently contingent and unstable. While queer theorists have built an ethics and politics based on celebrating such sexual fluidity, LDS leaders view it as a source of anxiety and a tool for the shaping of a heterosexual social order. Through public preaching and teaching, the deployment of psychological approaches to “cure” homosexuality, and political activism against equal rights for women and same-sex marriage, Mormon leaders hoped to manage sexuality and faith for those who have strayed from heteronormativity.
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Huang, Xian. Social Protection under Authoritarianism. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780190073640.001.0001.
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Why would authoritarian leaders expand social welfare provision in the absence of democratization? What are the distributive features and implications of social welfare expansion in an authoritarian country? How do authoritarian leaders design and enforce social welfare expansion in a decentralized multilevel governance setting? This book identifies the trade-off authoritarian leaders face in social welfare provision: effectively balancing coverage and benefits between elites and masses in order to maximize the regime’s survival prospects. Using government documents, field interviews, survey data, and government statistics about Chinese social health insurance, this book reveals that the Chinese authoritarian leaders attempt to manage the distributive trade-off by a “stratified expansion” strategy, establishing an expansive yet stratified social health insurance system to perpetuate a particularly privileged program for the elites while building an essentially modest health provision for the masses. In China’s decentralized multilevel governance setting, the stratified expansion of social health insurance is implemented by local leaders who confront various fiscal and social constraints in vastly different local circumstances. As a result, there is great regional variation in the expansion of social health insurance, in addition to the benefit stratification across social strata. The dynamics of central-local interaction in enforcing the stratified expansion of social health insurance stands at the core of the politics of health reform in China during the first decade of the 2000s. This book demonstrates that the strategic balance between elites and masses in benefit distribution is delicate in authoritarian and decentralized multilevel governance settings.
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Cheeseman, Nic. Ethnicity and Development. Edited by Carol Lancaster and Nicolas van de Walle. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780199845156.013.16.
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This article examines whether ethnicity, or more specifically ethnic diversity, undermines development. After explaining the nature of ethnicity, ethnic identity, and ethnic groups, it considers whether public goods are less likely to be provided in more ethnically politicized areas and whether ethnic politics leads governments to adopt economically unproductive policies. It also investigates the relationship between neo-patrimonialism, winner-takes-all politics, and development policy. More specifically, the article evaluates the possibility that the politicization of identities and poor economic performance are both manifestations of weak institutions and strong social structures. Finally, it analyzes how ethnicity can best be managed and suggests that communal identities can be disentangled from development by making political institutions inclusive and promoting social interaction between different communities.
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Greer, Ian, Karen N. Breidahl, Matthias Knuth, and Flemming Larsen. The Marketization of Employment Services. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198785446.001.0001.
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This book examines the marketization of employment services and its consequences in Denmark, Great Britain, and Germany. What concretely does marketization mean in practice? What are its effects on the services and their governance? How does marketization and its effects map against the main ‘regime types’ found in comparative social science? These questions are answered using more than 100 qualitative interviews with policymakers, managers, and front-line workers. The qualitative material in the book shows how transactions are structured by the public authorities that fund the services and how managers respond both collectively as a sector and individually in organizing services. The book does so within a framework that allows both within- and between-country comparisons. Employment services are used as a window into the much larger phenomenon of intensified economic competition across Europe. These three countries have marketized their employment services in different ways, and the distinct trajectories are discussed. We define employment services as government-funded services to move jobless people into, or closer to, paid work, with a public employment service as the responsible ‘public authority’. Marketization in this book is conceptualized in terms of the features of transactions that produce competition between providers. Providers of employment services are deeply affected by marketization, because it shapes the uncertainty and resource scarcity that they face. Marketization can lead to the disorganization of employment relations and the intensification of managerial control, and the quality of services is part of these organization-level effects. Marketization creates four dilemmas that lead to change in governance—price versus quality, payment-by-results versus equal access to services, user choice versus user compulsion, and transparency/openness vs transaction costs. Failures of the work-first welfare state are due in large part to the failures of marketization.
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Hainline, Brian, Lindsey J. Gurin, and Daniel M. Torres. Concussion. Oxford University Press, 2019. http://dx.doi.org/10.1093/med/9780190937447.001.0001.
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Concussion is a type of mild traumatic brain injury, is common, and occurs both in sport and as a result of falls or accidents. Concussion has become an increasingly recognized public health concern, largely driven by prominent media coverage of athletes who have sustained concussion. Although much has been written about this condition, its natural history is still not well understood, and practitioners are only now beginning to recognize that concussion often manifests in different clinical domains. These may require targeted treatment in and of themselves; otherwise, persistent post-concussive symptoms may develop. Although most individuals who sustain a concussion recover, and although concussion is a treatable condition, it is important that concussion be managed early and comprehensively to avoid a more prolonged clinical trajectory. A relatively recent term often used in the setting of concussion is repetitive head impact exposure—a biomechanical force applied to the head that does not generate a clinical manifestation of concussion, but may result in structural brain changes. Although it is often assumed that repetitive head impact exposure leads to long-term neurological sequelae, the science to document this assumption is in its infancy. Repeated concussions may lead to depression or cognitive impairment later in life, and there is an emerging literature that repeated concussion and repetitive head impact exposure are associated with chronic traumatic encephalopathy or other neurodegenerative diseases. Currently there is no known causal connection between concussion, repetitive head impact exposure, and neurodegeneration, although this research is also still in its infancy.
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Dzakiria, Hisham, Rozhan Mohd Idrus, and Hanafi Atan, eds. The role of learning interaction in Open & Distance Learning (ODL): Issues, experiences and practices. UUM Press, 2008. http://dx.doi.org/10.32890/9789833827701.
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This book of readings is about one specific but vital aspect of Open Distance Learning (ODL): The Role of Learning Interaction in Open & Distance Learning: Issues, Experiences and Practices.In many ways, interaction and interactivity have not received the attention warranted. The learning conditions are quite different for distance learners as compared with the conventional type of learning where face to face (f2f) meeting between students and instructors are common.This may affect learning outcomes significantly in ODL.There needs to be a strong emphasis on the provision of learning interactions as a means of support, which is designed to facilitate learning between the learners and the teachers with the course content. Interaction is a very important component of ODL.Evidently, it has been proven by various research that learning without sufficient interaction possibly could lead the learners to delay their completion of a programme or drop out altogether.In short, ODL without sufficient learning interactions within the primary stakeholders (namely the students and the teachers), will not succeed.The target audience of this book is a wide range of staff either currently on ODL schemes, or about to start.They may be distance teachers, tutors, ODL policy makers, advisers, counselors working directly with distance learners or administrators and managers organising learning support in ODL.
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Salacuse, Jeswald. Advice in Government and Policy Making. Edited by Erina L. MacGeorge and Lyn M. Van Swol. Oxford University Press, 2018. http://dx.doi.org/10.1093/oxfordhb/9780190630188.013.16.
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This chapter explores the nature of governmental policy advice, the roles and methods of governmental advisors, and the range of relationships that may exist between advisors and their clients. Three models of the advisor-client relationship are identified. Model I is the advisor as director, wherein the advisor tends to take control of the advising process, directing the client to take actions to achieve success in governance and policy making. Model II is the advisor as servant, in which the advisor merely responds to the demands of the client for help and guidance in a specific governmental task. Model III is the advisor as partner, wherein the advisor and the government official jointly manage and take co-ownership of the problem to be solved. Factors that lead to the adoption each of these models, the various advising styles that advisors employ, and their differing effects on the policy-making process are also explored.
Book chapters on the topic "Different between leader and manager"
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Schirone, Bartolomeo. "Ecosistemi, boschi e servizi ecosistemici." In I servizi ecosistemici nella pianificazione bioregionale, 65–83. Florence: Firenze University Press, 2020. http://dx.doi.org/10.36253/978-88-5518-050-4.09.
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A series of considerations about the value of the living, the difference between natural ecosystems, neo-ecosystems and artificial systems, self-organization and emerging behaviors, the difference between forests managed and intact in the provision of ecosystem services lead to introduce, alongside the latter, the eco-benefit concept. This perspective requires planning on scales having as a reference the water catchment area, a key element in the fractal nature of the landscape, and to consider forest rewilding as an essential step in territorial politics.
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Taylor, Becky. "‘Our Most Foreign Refugees’: Refugees from Vietnam in Britain." In When Boat People were Resettled, 1975–1983, 109–43. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-64224-2_4.
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AbstractBritain’s response to the ‘boat people’ crisis, as Becky Taylor shows in this chapter, had at its heart a contradiction. On the one hand, Margaret Thatcher’s government was keen to be seen as an ally of the US in the Cold War, and still a leader on the international stage. On the other, the arrival of 19,000 Vietnamese ‘boat people’ after 1979 came at a time of growing anti-immigration rhetoric, Britain’s deepest recession for fifty years and just as Thatcher’s New Right government’s marketisation and anti-statist policies were being enacted. This chapter explores how the tension between these different elements shaped Britain’s reception of the ‘boat people’, in particular pointing to the central place of voluntary organisations and multiculturalism in the resettlement programme.
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Brad, Stelian. "Domain Analysis with TRIZ to Define an Effective “Design for Excellence” Framework." In Creative Solutions for a Sustainable Development, 426–44. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-86614-3_34.
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AbstractDesign for Excellence (DfEx) is the name given to an engineering process where a product is designed to meet a set of objective functions that cover its lifecycle. There are negative correlations between different objective functions in this set and issues related to technological complexity are added, since modern products typically fall into the category of smart connected mechatronic products. This context leads to complexity in terms of tackling the design process. Simultaneous engineering and PLM platforms can only partially handle such levels of complexity. To our knowledge, the subject of DfEx was treated in current researches from a limited perspective, which does not necessarily cover the complexity of the present-day context. In order to formulate a reliable DfEx framework, this research considers a strategy based on tools that manage in a systematic way the process of identifying the comprehensive set of barriers and conflicts that obstruct DfEx. This research highlights the level of complexity in setting up a reliable methodology to DfEx of modern, sophisticated mechatronic products. A set of guidelines to be placed at the foundation of an effective DfEx methodology is formulated with the support of TRIZ.
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Jordan, Jennie. "Festival Leadership, Structures and Roles." In Principles of Festival Management. Goodfellow Publishers, 2019. http://dx.doi.org/10.23912/978-1-911396-82-6-4062.
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Running or working for a festival, you will find that you have to deal with issues related to structure and staff roles almost on a daily basis. These management issues will sit alongside leadership questions about your festival’s purpose, values, governance and ethos. In this chapter, you will be introduced to leadership models and different management structures and roles within festival production. The chapter will emphasise the role of leadership in the cultural sector, including artistic and creative vision. It will introduce the concept of organisational culture and discuss the relationship between structure, culture and values. It will also discuss and illustrate the key roles in festival management and delivery. So, what does the term ‘leadership’ mean and how does it differ from the term ‘manager’ which is also often used to describe people in authority? Titles have over the years changed, so what were once ‘managing directors’ at the top of companies are now ‘chief executives. So, are leaders and managers or directors and chief executives the same role but by a different name? The answer is that it very much depends on the individual and the organisation. But in general terms leaders and managers are now thought of in different terms, both in terms of skills and roles.
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Yasui, Arisa, Muneyoshi Numada, and Chaitanya Krishna. "Disaster Management Process Approach: Case Study by BOSS for Disaster Response under COVID-19." In Natural Hazards - Impacts, Adjustments and Resilience [Working Title]. IntechOpen, 2020. http://dx.doi.org/10.5772/intechopen.94954.
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Comprehensive disaster response processes need to be managed and progress communicated to avoid ineffective management such as duplication with stakeholders, amendments as a result of leaders’ incomplete instructions, and waiting without instruction from the EOC (Emergency Operation Center). As there is existing research on standardization and systematization of disaster response processes, a pure paper-based SOP (Standard Operation Procedure) is challenging to use in actual and practical situations concerning the standard workflow based on the SOP. For effective disaster management, this study developed a Business Operation Support System (BOSS). The BOSS characteristics have the standard workflow chart based on the related documents and experiences, such as the SOP, concerning manuals/documents, past experiences, and knowledge. The overview, checkpoints, necessary documents, related information systems linked to the disaster management plan, and document formats are defined in every workflow. Even for the young or non-experienced individuals, the BOSS can support the responders through the processes for necessary actions during disasters. This research aims to compare the effect of responses to the 2019 massive rain disaster in Kawasaki city, with or without the BOSS. First,a comprehensive workflow focusing on shelter management under the Coronavirus Disease 2019 (COVID-19) workshop with Kawasaki city staff and community people in the BOSS was created. Second, experiments (with or without the BOSS) were carried out to analyze the differences and the BOSS effect. “With the BOSS” means that the responders can follow the workflow in the BOSS for shelter management. “Without the BOSS” means that the conventional paper-based manuals are used for the operations. Two types of manuals in Kawasaki city were used; one guides the expected shelter management points, and the other contains the explanation about COVID-19. Members of both teams comprise one leader and two staff. As a result of the experiments, the big difference between the two teams is the leader’s behavior. Because the BOSS team leader instructed the different staff works following the BOSS workflow, the BOSS team responded to more kinds of works compared to the manual team. The role of all members of the BOSS team was evident. On the other hand, the manual team responded to one work by all members, including the leader, without the leader’s instruction. Due to no instruction from the leader, a period of waiting was observed in the next work manual. This research obtained that the leader’s instructions’ effect caused the effective responses by quantitative analysis of the demonstrative experiment. For future research, the leader’s behavior and decision-making should be analyzed for BOSS’s effective operation and team-building.
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Anwer, Bushra, Waseem Ul Hameed, Shafqat Ali Niaz, Sitara Bibi, Muneeba Saleem, and Shazma Razzaq. "Challenges Faced by Women Leaders in Higher Education During Global Crises and Effectiveness of Their Decisions and Strategies." In Advances in Educational Marketing, Administration, and Leadership, 91–106. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-6491-2.ch006.
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In the modern societies, an increasing number of women are providing their services in different sectors of the economy such as business and industry, entrepreneurship, and more specifically in health and education sectors. Women are also serving their remarkable contributions as leader as men do. This study investigates the potentially competitive relationship between women and their leadership competencies and the challenges that women face during their professional responsibilities especially in case of any global disaster like pandemic COVID-19. Where the global crisis of the COVID-19 pandemic has greatly affected all fields of life at the same time, it has wide-ranging impact on the higher educational sector in South Asia, specifically in Pakistan. Due to the pandemic, all governments have either had to close HEIs or have transited their system to virtual learning. Countries like India, Pakistan, and Afghanistan realized that they are ill prepared for remote classes and online learning. In COVID-19, they need to manage HEIs effectively for the continuity of academic and research work.
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Chen, Kai Jun. "Manager or Craftsman." In Making the Palace Machine Work. Nieuwe Prinsengracht 89 1018 VR Amsterdam Nederland: Amsterdam University Press, 2021. http://dx.doi.org/10.5117/9789463720359_ch02.
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The chapter investigates how the ‘palace machine’ of the Qing dynasty reproduced (or systematically trained) particularly skilled bannermen as ethnically-marked official experts. By mapping out these bannermen’s education, training process, and official appointments, I explain how the court system perpetuated the administrative privilege of bannermen families and how specific skills of different generations matched the particular demands of empire building projects of the Qing dynasty in different stages. I focus on a representative family, the Wanggiyan/ Wanyan clan, generations of which served the court within the institutional framework of the Imperial Household Department. Placing this extended family in the context of peer bannermen equipped with specialized skills allows me to shed light on the larger issue of the relationship between hereditary status and specialized skills in the Qing palace machine.
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"Supply Chain Complexity." In Global Supply Chains and Multimodal Logistics, 29–61. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-8298-4.ch002.
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This chapter focusses on the concept, drivers, and perspectives of supply chain complexity of a firm. It discusses the impact of number of tiers, number of nodes in each tier, its links and flows on complexity of a firms' supply chain. This chapter tries to bring out the dynamic interactions between tiers and nodes. This chapter suggests that the levels of supply chain and its dynamic complexity are influenced by the products, processes, relationships, and the environment of the firm and its suppliers and distribution partners. Here the drivers, namely, the 5Vs (value, volume, variety, volatility, and visibility), 3Ps (process, people, and planet), and the global market (as a driver) that lead to complexity have been discussed. The complexity of supply chain has been explained from different perspectives. These are the system and process perspectives. This chapter introduces the concept of systems thinking proposed by Forrester and Senge. It illustrates the need to apply a holistic approach in reduction of supply chain complexity. The causality doctrine, proposed in this chapter, enables a supply chain manager to carry out policy experimentation. Supply chain structure varies across organisations. This suggests that a process framework along with application of systems thinking will aid supply chain managers to make supply chain less complex and lean. That is, the supply chain has the desired properties, namely, repeatability, testability, serviceability, flexibility, and cost efficiency. The next section talks about the importance of production processes in reducing complexity. Finally, the chapter discusses about the optimal number of suppliers a firm may have to meet its objectives. It argues that if past do not extend in future, the number of suppliers will add redundancy to the upstream supply chain, and at the same time, if future exceeds past, the supply chain fails. There are different options available to meet these challenges. These could be “buy-back” or “pay-back” or “rate contract” options. This chapter introduces the computational framework for assessing complexity of a firm based on its structure. This framework will help supply chain managers to carryout experimentation on the design of a supply chain network.
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Theodotou, Evgenia, Avraam Papastathopoulos, and Panagiotis Koutsouvelis. "Effective Change in Educational Institutions." In Advances in Logistics, Operations, and Management Science, 88–107. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-4666-9691-4.ch006.
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This chapter discusses the theoretical framework of management and leadership of change, focusing on the construct of power in educational institutions. Managers and leaders in educational institutions can adopt different models to apply change in the existing organisational procedures. According to the model they follow, they use their power differently. This chapter argues that the manner managers and leaders utilise their power strongly influences effective organisational change and their role in the organisation. Relevant managerial and leadership models of change are analysed in relation to different forms of power, with regard to the theoretical and research literature. The argument is further illuminated with a change event in a school in Greece in order to create a link between theory and everyday practice.
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"4. Different Readings, Different Meanings: A Dialogue between R. Jose the Galilean and Beruriah the Leader." In Studies in Tractate Eruvin of the Talmud Bavli, 37–49. Boston, USA: Academic Studies Press, 2019. http://dx.doi.org/10.1515/9781644691427-005.
Full textConference papers on the topic "Different between leader and manager"
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Ribič, Timotej, and Miha Marič. "LMX – teorija odnosa med vodjo in zaposlenim." In Values, Competencies and Changes in Organizations. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-442-2.58.
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Employees represent a key part of the organization. Their satisfaction has direct effect on co-workers and their productivity. Leader is largely responsible to create general satisfaction in work environment. With organizing, choosing appropriate management concepts and correct approach to his employees, he creates good relationships with colleagues and contributes to the internal culture of the organization. Good interpersonal relationships are thus an important factor in building success in the company and the operation of processes, as they directly affect work performance, organizational climate and organizational culture. Many companies use classic and wellknown leadership styles. Regardless of the chosen style, it is noticed an alienated relationship between the manager and the employee. The issue can be attributed to strict adherence to the set organizational structure and, in connection with this, the expression of the legitimate power of leaders, yet to some extent the problem is in different understanding of leadership, both with individuals and leaders themselves. The newer leadership style, called Leader-member Exchange Theory, focuses on building relationships, mutual respect and trust, and treating employees as co-workers on the same horizontal hierarchical level. The implementation of this style of management can be seen mainly in foreign markets. This approach is not well known or widespread in Slovenia, nevertheless it is noticed in some companies. Based on a case study from the business environment, we studied a company with such leadership in Slovenia.
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Battistoni, Chiara, Agnese Pallaro, and Leire Arrizabalaga Arambarri. "Systemic Design for a sustainable local economic development: Lea-Artibai case study." In Systems & Design: Beyond Processes and Thinking. Valencia: Universitat Politècnica València, 2016. http://dx.doi.org/10.4995/ifdp.2016.3309.
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The Systemic Design approach provides a methodology to define complex territorial network of companies with reduced environmental impact. This method defines a way of analysis to understand and map the complexity of current issues addressing them at different levels, in order to design appropriate and long lasting solutions mainly based on the increase of relations between the involved actors. The creation of a network of connections permits to obtain several positive outcomes that involve both the territory and the society that lives in it and it also makes the system more resilient. An holistic diagnosis is the starting point for the identification of different areas to develop a systemic project. This methodology was applied to Lea-Artibai, a department of the Basque Country. Its economy is historically based on forestry and fishing that are currently facing a long-lasting crisis and it is difficult to intervene in these sectors for the complexity of the regulatory system. The holistic diagnosis highlighted other territorial potentialities of the area, mainly the agri-food sector (with traditional products and dishes) and the deeply rooted culture of cooperation. As a kick-off for the creation of the net between the different actors of the department was chosen the creation of a 'Systemic Buying Group (SBG)'. It enables to start the cooperation between the partners for the success of the pilot project: a large cooperative with its employees as potential clients, a cooperative of local producers and transformers, a little shop working as the bridge of communication between them. At their side operate AZARO fundazioa (a private non –profit centre for entrepreneurship and innovation that promotes the creation of new businesses and the competitive improvement of the business network) as the coordinator of the project and the Systemic Design Group of Politecnico di Torino in the role of project leader. The project underlines the role of design as a deeply interdisciplinary field of work that is able to talk and cooperate with different disciplines to reach a collective goal: the environmental, social and economic sustainability. The SBG becomes the driver of change for the enhancement of the territory and the implementation of systemic design in the area, for an economy based on the quality instead of the quantity. A concrete action that acts on a small scale permits to manage the transition from the design of intangible to tangible.DOI: http://dx.doi.org/10.4995/IFDP.2016.3309
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Ņikitina, Tatjana, and Inga Lapiņa. "THE CONCEPT OF MANAGER: CRITICAL ANALYSIS AND COMPETENCIES REQUIRED." In Business and Management 2018. VGTU Technika, 2018. http://dx.doi.org/10.3846/bm.2018.27.
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The aim of the research is to analyse manager’s competence groups, a manager role in modern enter-prise and clarify what competences are required for managers in knowledge intensive business service (KIBS) organizations. Authors assumed that natural changes in the external environment lead to ap-pearance and development of new managerial activities and competences or manifestation of a cer-tain set of competencies. Previous researchers reveal that new context of teams that are diversified in terms of locations, disciplines and social groups require managers to act differently. Other researchers emphasize acceleration of technological novelties and presence of new organizational forms such as small and medium enterprises (SMEs) also creates new operational processes and managerial activi-ties. Business society and labor market expect a professional who acts in different roles of entrepre-neur, leader, and manager simultaneously. The authors conducted literature overview and identified ten leading competencies that are necessary for a manager in KIBS.
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Yu, Xiaomin, Yang Wu, and Wei Shan. "Notice of Retraction The Relationship between Transformational Leadership and Leader-Member Exchange in Different Culture: A Meta-Analysis." In 2011 7th International Conference on Wireless Communications, Networking and Mobile Computing (WiCOM). IEEE, 2011. http://dx.doi.org/10.1109/wicom.2011.6040272.
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Zheng, Liyu, Nihal Orfi, and Janis Terpenny. "A Study of Correlation Between DMSMS Obsolescence and Counterfeit Electronics." In ASME 2014 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2014. http://dx.doi.org/10.1115/detc2014-35424.
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Diminishing Manufacturing Sources and Material Shortages (DMSMS) obsolescence of components and subsystems is a risk driver for long field -life defense systems such as aircraft, ships and avionics. Over their life in service, a substantial number of components required to produce and support such systems will become no longer available from the Original Component Manufacturers. There are different approaches to manage DMSMS obsolescence, some of which lead to the purchase of replacement parts from unreliable sources, hence, providing an opportunity for the infiltration of counterfeit parts. Counterfeits can contaminate the part supply source, further magnifying the obsolescence problem. Validating and understanding the correlation between obsolescence and counterfeits are important and necessary steps to improve decision-making and the management of both obsolescence and counterfeits. This paper describes an investigation of the correlation between DMSMS obsolescence and counterfeit electronics. A description of the study and the positive correlation results, as verified by statistical testing using the historical annual data of obsolescence and counterfeit reporting from the Government-Industry Data Exchange Program, are provided.
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Dohmen, Maurice, Klaas Jan de Kraker, and Willem F. Bronsvoort. "Feature Validation in a Multiple-View Modeling System." In ASME 1996 Design Engineering Technical Conferences and Computers in Engineering Conference. American Society of Mechanical Engineers, 1996. http://dx.doi.org/10.1115/96-detc/cie-1321.
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Abstract A new approach to specification and maintenance of feature validity conditions in a multiple-view feature modeling system is presented. Each view of a product contains a feature model. Features are specified declaratively in an object-oriented language, using constraints to specify feature validity conditions. Constraints are also used to specify relations between features. Validation of the feature models is done by a constraint manager that integrates different solving techniques. The constraint graph is mapped by the constraint manager onto constraints that are handled by dedicated solvers. If views are consistent, i.e. their feature models represent the same geometry, feature parameters can be changed. Changes are propagated through link constraints between different views.
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Martinetti, Alberto, Jorge Eduardo Parada Puig, Charlotte Oude Alink, Jos Thalen, and Leo A. M. Van Dongen. "Gamification in teaching Maintenance Engineering: a Dutch experience in the rolling stock management learning." In Third International Conference on Higher Education Advances. Valencia: Universitat Politècnica València, 2017. http://dx.doi.org/10.4995/head17.2017.5332.
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The aim of this study is to evaluate the application of an innovative serious game based on the asset management of rolling stock in the training of future maintenance engineers within the master course in mechanical engineering at the University of Twente. The Logistic Support Game (LSG) is a serious game developed together with Dutch Railway (Nederlandse Spoorwegen, NS) and Invocate (design firm) as a tool to simulate the maintenance operations of a fleet of trains. The simulation shows four perspectives: the operations manager, the asset manager, the maintenance manager and the financial manager. The three goals of this innovative training are the improvement of student engagement in the learning process, the increasing of active cooperation between students with different roles in a group, and the opportunity to receive feedback on decision making. To indicate achievement of these goals we link them to the basic needs of learning: competence, relatedness and autonomy. A total of thirty six students played the serious game in two different sessions. At the end of each session, a survey is collected for game based learning assessment. Results suggest that the serious game has a positive impact on student engagement, cooperation, and helps transfer course contents.
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Kazai Ónodi, Annamária, and Rita Répáczki. "Leadership characteristics that influence corporate efficiency." In The European Union’s Contention in the Reshaping Global Economy. Szeged: Szegedi Tudományegyetem Gazdaságtudományi Kar, 2020. http://dx.doi.org/10.14232/eucrge.2020.proc.4.
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Economic focus analysis alone cannot answer an organisation’s efficiency issues, as the soft attributes associated with management skills and leadership qualities are also important. According to transformational leadership theory (Bass–Avolio 1994, Bass 1990, Judge–Bono 2000, Bass–Bass 2008), there is a transformation between the manager and the subordinate, in which the two parties interact with and affect each other. A joint two-phase study was conducted to investigate the role of management in increasing corporate efficiency. As a first step, financial data of 1752 Hungarian manufacturing firms were analyzed. Companies were grouped according to their TFP (total factor productivity) (Juhász et al. 2020). As a second step, we linked a questionnaire survey to the preliminary TFP categorization. In our questionnaire research, we examined the individual characteristics, qualities, and specialties of leadership practices concerning the economic performance of the organizations. According to our findings, both the individual qualities of the leader and the characteristics of the leadership practice are decisive for the efficiency and results of the organization.
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Ricci, R., S. Chatterton, P. Pennacchi, and A. Vania. "Multiphysics Modeling of a Tilting Pad Thrust Bearing: Comparison Between White Metal and Polymeric Layered Pads." In ASME 2011 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2011. http://dx.doi.org/10.1115/detc2011-48171.
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Oil-film tilting pad thrust bearings are mainly used in supporting the high axial load of the turbine shaft in vertical hydroelectric units or smaller axial loads of turbo machines. The trend for these applications is to replace the white metal with a polymeric material layer such as PTFE or PEEK, improving the bearing performances and extending its operating conditions. This leads to a reduction of the bearing overall dimensions as a consequence of the load capacity increase. Apart the friction and the resistance to chemical attacks properties of the polymeric layer, the main cause on the improved performances of the bearing is the compliance of the pad layer. In particular the polymeric layer reduces the typical pad crowning allowing a more uniform pressure distribution over the pad and a reduction of its maximum value with respect to Babbitt metal pads. Therefore, the design of layered pad requires a deeper investigation such as thermoelastohydrodynamic (TEHD) analyses, including oilthermal effects and bearing thermal deformation. In the paper, the performance of Babbitt metal and polymeric layered pads of standard size offset-pivoted tilting pad thrust bearings of vertical axis units are compared using a multiphysics software able to manage simultaneously the mechanical, the thermal and the fluid problems. Layer and pad deformation, temperature and pressure distributions, and oil-film thickness have been analysed for different operating conditions. The model has been validated using experimental data available in literature.
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Sitinikov, Cătălina, Ionela Staneci (Drinceanu), Costinel Cristian Militaru, Mariana Paraschiva Olaru (Staicu), and Ionuț Riza. "MOTIVATION OF HUMAN RESOURCES IN MODERN ORGANIZATIONS." In Economic and Business Trends Shaping the Future. Ss Cyril and Methodius University, Faculty of Economics-Skopje, 2020. http://dx.doi.org/10.47063/ebtsf.2020.0033.
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Human Resources, along with material resources, directly influence the company's activity in its attempt to achieve its objectives. Their quantity and quality, which an enterprise has at its disposal, decisively influence the productivity of the company. Ensuring, maintaining and developing the Human Resources of companies are major concerns in modern management. The way Human Resources work can make a difference when material resources are the same. The choice of high quality Human Resources is a necessary condition for improving the company's performance. However, emphasizing the role of Human Resources does not mean an underestimation of other resources. The systematic design of the company involves the interdependent approach of resources starting from the fundamental objectives to whose achievement they compete together, from the essential connections that exist between them. Motivation is one of the traditional problems of studying organizational behavior and for years has aroused the interest of managers and researchers. In modern organizations, motivation has become even more important. This is due to the need for high productivity in order to become globally competitive. Knowing how to capture the creative and productive energy of the people who make up the enterprise is, in fact, the deep essence of the management of the Human Resources of the enterprise. The basic problem of a leader, in this context, should be how to succeed in influencing the performance of the people who work in the enterprise he leads. The main purpose of this article is to identify the main actions and decisions that determine the nature and content of the relationship between the organization and its employees.
Reports on the topic "Different between leader and manager"
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Phillips, Jake. Understanding the impact of inspection on probation. Sheffield Hallam University, 2021. http://dx.doi.org/10.7190/shu.hkcij.05.2021.
Full textAbstract:
This research sought to understand the impact of probation inspection on probation policy, practice and practitioners. This important but neglected area of study has significant ramifications because the Her Majesty’s Inspectorate of Probation has considerable power to influence policy through its inspection regime and research activities. The study utilised a mixed methodological approach comprising observations of inspections and interviews with people who work in probation, the Inspectorate and external stakeholders. In total, 77 people were interviewed or took part in focus groups. Probation practitioners, managers and leaders were interviewed in the weeks after an inspection to find out how they experienced the process of inspection. Staff at HMI Probation were interviewed to understand what inspection is for and how it works. External stakeholders representing people from the voluntary sector, politics and other non-departmental bodies were interviewed to find out how they used the work of inspection in their own roles. Finally, leaders within the National Probation Service and Her Majesty’s Prisons and Probation Service were interviewed to see how inspection impacts on policy more broadly. The data were analysed thematically with five key themes being identified. Overall, participants were positive about the way inspection is carried out in the field of probation. The main findings are: 1. Inspection places a burden on practitioners and organisations. Practitioners talked about the anxiety that a looming inspection created and how management teams created additional pressures which were hard to cope with on top of already high workloads. Staff responsible for managing the inspection and with leadership positions talked about the amount of time the process of inspection took up. Importantly, inspection was seen to take people away from their day jobs and meant other priorities were side-lined, even if temporarily. However, the case interviews that practitioners take part in were seen as incredibly valuable exercises which gave staff the opportunity to reflect on their practice and receive positive feedback and validation for their work. 2. Providers said that the findings and conclusions from inspections were often accurate and, to some extent, unsurprising. However, they sometimes find it difficult to implement recommendations due to reports failing to take context into account. Negative reports have a serious impact on staff morale, especially for CRCs and there was concern about the impact of negative findings on a provider’s reputation. 3. External stakeholders value the work of the Inspectorate. The Inspectorate is seen to generate highly valid and meaningful data which stakeholders can use in their own roles. This can include pushing for policy reform or holding government to account from different perspectives. In particular, thematic inspections were seen to be useful here. 4. The regulatory landscape in probation is complex with an array of actors working to hold providers to account. When compared to other forms of regulation such as audit or contract management the Inspectorate was perceived positively due to its methodological approach as well as the way it reflects the values of probation itself. 5. Overall, the inspectorate appears to garner considerable legitimacy from those it inspects. This should, in theory, support the way it can impact on policy and practice. There are some areas for development here though such as more engagement with service users. While recognising that the Inspectorate has made a concerted effort to do this in the last two years participants all felt that more needs to be done to increase that trust between the inspectorate and service users. Overall, the Inspectorate was seen to be independent and 3 impartial although this belief was less prevalent amongst people in CRCs who argued that the Inspectorate has been biased towards supporting its own arguments around reversing the now failed policy of Transforming Rehabilitation. There was some debate amongst participants about how the Inspectorate could, or should, enforce compliance with its recommendations although most people were happy with the primarily relational way of encouraging compliance with sanctions for non-compliance being considered relatively unnecessary. To conclude, the work of the Inspectorate has a significant impact on probation policy, practice and practitioners. The majority of participants were positive about the process of inspection and the Inspectorate more broadly, notwithstanding some of the issues raised in the findings. There are some developments which the Inspectorate could consider to reduce the burden inspection places on providers and practitioners and enhance its impact such as amending the frequency of inspection, improving the feedback given to practitioners and providing more localised feedback, and working to reduce or limit perceptions of bias amongst people in CRCs. The Inspectorate could also do more to capture the impact it has on providers and practitioners – both positive and negative - through existing procedures that are in place such as post-case interview surveys and tracking the implementation of recommendations.