Relevant bibliographies by topics / Manager qualities

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Manager qualities'

Author: Grafiati
Published: 24 April 2022

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

Select a source type:

Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Manager qualities.'

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.

Journal articles on the topic "Manager qualities"

1

Luchko, H. Y., and I. V. Kohut. "Leadership Qualities in Project Management." Business Inform 6, no. 521 (2021): 240–45. http://dx.doi.org/10.32983/2222-4459-2021-6-240-245.

Full text
Abstract:
This article is aimed at researching the phenomenon of leadership, analyzing the qualities of project leaders and defining the key qualities that project managers should have to effectively manage teams and achieve maximum results. The article defines that in order to ensure effective management of the project team with dynamic changes in the external environment, the project manager must be not only a director, but also a leader at the same time. It is precisely the leadership qualities of the project manager, which provide the ability to coordinate the team’s work in such a manner that certain results be achieved, i.e., the expectations of the main stakeholders be fulfilled or exceeded. The article examines the most characteristic traits inherent in leaders, which are highlighted by various researchers of the «traits theory». It is determined that of importance for a project manager is not only certain traits of the leader, but also professional competence. The criteria for assessing the level of competence of project managers in accordance with the ICB4 standard, as well as the necessary skills in relation to the individual competence of «Leadership», are specified. The main qualities and skills of the leader-manager according to the latest version of the PMBOOK project management standard are also considered. The research carried out by the authors resulted in distinguishing the most important qualities of the leader, which, combined with the necessary professional knowledge and skills, will allow project managers to become successful and effective in team cohesion to achieve the best results in project activities. The traits allocated as result of the research, such as responsibility, perseverance, ability to cooperate, kindness and others, will allow project managers to be successful leaders of their teams and to effectively manage projects and programs.
APA, Harvard, Vancouver, ISO, and other styles
2

Principi, Andrea, Paolo Fabbietti, and Giovanni Lamura. "Perceived qualities of older workers and age management in companies." Personnel Review 44, no. 5 (August 3, 2015): 801–20. http://dx.doi.org/10.1108/pr-09-2013-0158.

Full text
Abstract:
Purpose – To explore whether the ages of human resources (HR) managers has an impact on their perceptions of the qualities/characteristics of older and younger workers (i.e., manager attitudes) and on the implementation of age management initiatives to the benefit of older workers (i.e., manager behaviors). The paper aims to discuss this issue. Design/methodology/approach – Based on theories concerning the origins of stereotypes and the concept of “in-group bias”, three hypotheses were tested on a sample of HR managers from 516 Italian companies extracted from the Gfk Eurisko database by using factor analyses and bivariate and multivariate tools. Findings – The age of an HR manager seems to influence his/her attitudes towards older and younger workers, because HR managers judge workers of a similar age to them more positively. In contrast, the age of an HR manager does not seem to play a particular role in the implementation of age management initiatives. In the companies considered, however, there is a tendency to adopt early retirement schemes when the HR managers concerned are younger, while in general there is a tendency to implement age management initiatives and show a greater appreciation of older workers in larger companies. Practical implications – The implementation of age management initiatives to the benefit of older workers may improve HR managers ' perceptions of those workers ' positive qualities. Furthermore, specific training may help HR managers recognize that both younger and older workers have useful albeit different strengths. Originality/value – This study provides new empirical evidence from the Italian context on the largely under-investigated issue of the role played by age in shaping HR managers ' attitudes towards older workers, and age management policies in particular.
APA, Harvard, Vancouver, ISO, and other styles
3

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

Full text
Abstract:
The research featured various approaches to the understanding of one of the most important qualities of the manager, i.e. the ability to "lay oneself out". The paper focuses on its interpretations, narrow and wide understanding, and a set of related qualities and competences. A study of biographies of successful managers and entrepreneurs made it possible to conclude that they all demonstrated great activity, commitment, efficiency, and the habit of "laying oneself out." The latter quality does not reduce itself to a greater number of working hours: it means high productivity and efficiency. Many internal and external factors affect the results of the manager's activity: 1.Motivation, which depends on awareness of its meaning and significance, clear and achievable objectives, feedback, and satisfaction with the job; 2. Social factors, e.g. team relations, social status, etc.; 3. Psychophysiological factors, e.g. performance, amount of information per unit of time; "span of management", environment, etc. All these factors should be taken into account by managers when organizing personal activities. Personal qualities and competencies of a manager that are related to his or her ability" to lay oneself out" belong to four blocks of qualities. Personal organization is connected with time management, prioritizing, and responsibility. The block of business qualities includes the desire for self-expression, business activity, hunter mindset, aggressiveness, commitment, self-control, determination, and result-oriented performance. Knowledge and work technologies are related to the ability to organize one’s workplace and rationalize personal work. Efficiency includes strong will, diligence, persistence, self-confidence, optimism, and passion for work. The presence of these qualities, or competences, guarantees that the manager is able to lay himself or herself out completely. Therefore, to acquire such ability one should develop these qualities.
APA, Harvard, Vancouver, ISO, and other styles
4

Leontev, Mikhail. "Influence of construction organization project managers’ personal qualities on their professional efficiency." MATEC Web of Conferences 193 (2018): 05015. http://dx.doi.org/10.1051/matecconf/201819305015.

Full text
Abstract:
The work was aimed at studying the personal characteristics of project managers that affect the effectiveness of their professional activities. The study involved project managers working in construction companies, with different work experience. In the course of the research, the questionnaire "Satisfaction with the work of manager" was used to assess the level of satisfaction of project managers with their professional activities, the following methods were used to study personal qualities: the COS technique (communicative and organizational propensities), the technique of diagnosing a personality for motivating success and avoiding failures of T. Ehlers, "Big Five" test, multi-level personal questionnaire "Adaptability". To effectively perform their professional activities, the project manager should have a number of social and psychological knowledge and skills, knowledge of the industry's activities and the market in which the company specializes. According to the results of the research, such personal qualities as communicative and organizational abilities, motivational orientation of the person, consciousness, emotional stability, extraversion, openness, tendency to work in a team contribute to increase of the efficiency of the project manager's work.
APA, Harvard, Vancouver, ISO, and other styles
5

Kohail, Younes, Youssef Saida, Jawad Obad, and Aziz Soulhi. "The Qualities of a Good Manager … What Does It Means? Lessons Learned from the Undergraduate Business Students’ Perception in Kingdom of Morocco." International Journal of Business and Management 11, no. 8 (July 20, 2016): 86. http://dx.doi.org/10.5539/ijbm.v11n8p86.

Full text
Abstract:
<p>Qualities required to provide managers of what make them effective in their actions and behavior within the organizational structure generate, perpetually, the interest of researchers and professionals. Notwithstanding the prevailing conceptions, with reference to the subject of our research, make no consensus between the different stakeholders involved, among others, the college business students. This article is seeking clarification of the business students’ perception about the qualities required to be a good manager. Methodologically, our research was based on a quantitative questionnaire distributed to 500 college business students in Kingdom of Morocco to highlight their appreciation of the qualities needed to be a good manager. Factor analysis was used to analyze the data. Categorization, in the light of the business students’ perception, was made to aggregate, in blocks, the qualities required to be acknowledged as a good manager. As results, five factors underlying the business students’ perception were found. However these factors, when confronted to the literature, explicit certain divergences that could be explained by the students cognitive process problems.</p>
APA, Harvard, Vancouver, ISO, and other styles
6

Kar, Neelov, and Subhro Mitra. "Recruiting a Project Manager." International Journal of Information Technology Project Management 6, no. 1 (January 2015): 54–65. http://dx.doi.org/10.4018/ijitpm.2015010103.

Full text
Abstract:
Project management is a practice based profession. Just knowing the project management principles does not make a person a successful project manager. It is more important to assess how the candidate applies the project management principle in practice than merely knowing the theoretical aspects of project management. Project Managers play a critical role in the organization. They are responsible for maintaining the revenue stream by ensuring steady flow of project deliverables, be it an internal initiative or a client program. As a Hiring Manager one has to use the right tools and methods to select the right candidate for the position of Project Manager. In this article some of the basic qualities of a Project Manager and the interview techniques adopted to select a Project Manager are discussed. The paper ends with discussion on new competency areas of Project Managers and new roles played by Project Managers in those areas.
APA, Harvard, Vancouver, ISO, and other styles
7

Thompson, Sandra A. "The Top 10 Qualities of a Good Nurse Manager." AJN, American Journal of Nursing 104, no. 8 (August 2004): 64C—64D. http://dx.doi.org/10.1097/00000446-200408000-00053.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Custovic, Eddie, and Claudio Insaurralde. "From engineer to manager, mastering the transition: leadership qualities." IEEE Engineering Management Review 43, no. 4 (2015): 20–22. http://dx.doi.org/10.1109/emr.2015.7433682.

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

Glinkowska, Beata. "Features of the international manager-leader of the near future - findings of the research." Management 21, no. 1 (May 24, 2017): 120–32. http://dx.doi.org/10.1515/manment-2015-0084.

Full text
Abstract:
Summary The paper covers characteristics of the conducted research, including definitional approach to the essence of the terms: manager and leader. Particular attention was paid to the qualities of modern manager-leader and the qualities of manager-leader of the future, including globalization and internationalisation. The research part contains findings of the author’s own research which were confronted with the results of studies existing in this area in the subject literature.
APA, Harvard, Vancouver, ISO, and other styles
10

Gabrevičienė, Aušra, Birutė Petrošienė, and Danguolė Šidlauskienė. "Personal Qualities in the Context of Sales Manager Competence Development." Economics and Culture 16, no. 2 (December 1, 2019): 46–57. http://dx.doi.org/10.2478/jec-2019-0021.

Full text
Abstract:
Abstract Research purpose: The aim was to identify the personal qualities needed to develop sales manager competences. Design/Methodology/Approach: The methods used were theoretical—systematic analysis of literature sources; empirical—employers’ research questionnaire; descriptive statistical data analysis. Findings. Having analyzed the competencies and personal qualities required for a sales manager, one can observe the tendency to look at the future specialist in a modern way. Both authors and respondents emphasize that the future employee must take the initiative to improve his/her professionalism. When comparing the competencies, required for the manager, indicated by the scientists and employers, the conclusion is that a large part of managerial competencies are partly or entirely of generic competences origin deriving from the personal qualities. For example, creativity in solving problems is a personal feature, but the ability to solve problems creatively must be accompanied by the ability to base the decision on appropriate knowledge. On the other hand, use of special knowledge must be based on creativity in the search for the necessary information, which is again a matter of personal qualities. Originality/Value/Practical implications. Based on the results of the research carried out, the authors of the article propose measures to improve a sales manager’s competence development(a) by training a sales manager, to reduce the scope of strategic knowledge subjects in the study process, and fill in loose credits with the subjects that develop the student’s competences to identify perfectly the functional values of the products and services sold and to sell them but not just to offer as low price as possible; and (b) in the descriptions of management study programs, to emphasize the orientation to changing labor market factors: increase of personal responsibility, promotion of creativity and individual initiative, continuous learning and adaptation to changing conditions.
APA, Harvard, Vancouver, ISO, and other styles
More sources

Dissertations / Theses on the topic "Manager qualities"

1

Čapková, Michaela. "Zvýšení efektivity vedení lidí." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2011. http://www.nusl.cz/ntk/nusl-223063.

Full text
Abstract:
Abstract The master’s thesis is concerned on personality of manager and his method of leadership. Describes theoretical knowledge of qualities and skills of manager and evaluates actual situation. On the end, contains project of trainings and next courses that contribute the development of manager’s professionalism and effectiveness.
APA, Harvard, Vancouver, ISO, and other styles
2

Rosenqvist, Emelie, Johanna Strecker, and Viktoria Widén. "Förtroendefullt projektledarskap : En kvalitativ studie om förtroendets betydelse i temporära organisationer." Thesis, Högskolan i Borås, Institutionen Handels- och IT-högskolan, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:hb:diva-18110.

Full text
Abstract:
Forskning inom temporära organisationer har tidigare fokuserat på förtroende från projektledarens perspektiv, därmed fann vi det intressant att undersöka vikten av förtroende utifrån medarbetarnas perspektiv. Syftet med studien har varit att, med utgångspunkt från medarbetare i temporära organisationer, undersöka om projektledare behöver besitta vissa specifika egenskaper för att skapa förtroende. Vidare att undersöka om dessa egenskaper har en lika stor påverkan av skapandet av förtroende eller om det enbart är vissa egenskaper som anses vara grundläggande.Med en kvalitativ forskningsansats har vi genomfört elva semi-strukturerade intervjuer där insamlad data sedan har transkriberats, analyserats och diskuterats och jämförts med studiens teoretiska utgångspunkter. Vi kunde därefter urskilja vissa specifika egenskaper som en projektledare bör besitta vid skapandet av förtroende. Av insamlad empiri fann vi olika benämningar för egenskaper hos en projektledare som kunde kategoriseras. Till följd av detta identifierade vi istället egenskaperna som faktorer vilka medarbetarna hävdade vara av vikt vid skapandet av ett förtroende. Dessa kategorier var; konsekvent beteende, integritet, delegering, kommunikation, visande av intresse och kunskap och kompetens.Resultatet pekar på att förtroende för en projektledare skapas utifrån individuella behov och värderingar. Samtidigt kunde vissa faktorer urskiljas som mer primära än andra, vilket bidrog till att dessa delades upp i två kategorier, hårda faktorer (primära) och mjuka faktorer (sekundära). Ytterligare slutsats blev att förtroende skapar både möjligheter och hinder i en temporär organisation vilket är en intressant aspekt att forska vidare kring. För vidare forskning är det även intressant att studera mer ingående kring hur man skapar ett initialt förtroende i temporära organisationer men även att man fördjupar sin kunskap kring temporära organisationer och dess speciella utformning och krav.
APA, Harvard, Vancouver, ISO, and other styles
3

Stincelli, Elizabeth. "A Grounded Theory Exploration of Informal Leadership Qualities as Perceived by Employees and Managers in Small Organizations." Thesis, University of Phoenix, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=3572919.

Full text
Abstract:

The purpose of this study was to identify the qualities that characterize informal leadership in small organizations in the Greater Salt Lake City, Utah area and to develop a grounded theory regarding qualities that characterize informal leadership. The study involved 28 employees and 13 managers from three small organizations in the Greater Salt Lake City, Utah area. As a result of analyzing the data acquired from responses to an open-ended questionnaire and a review of peer-reviewed literature, a grounded theory and model of informal leadership were developed. The grounded theory identified individual competence, organizational structure, and situational requirements as themes related to informal leadership. Sub-themes that were identified represent informal leadership qualities. The sub-themes of confidence, ability, knowledge, willingness, example, and influence emerged from the study as qualities related to individual competence. The sub-themes of encouragement, ideas, asking, and opportunities emerged from the study as qualities related to organizational structure. The sub-themes of ability, organization, skills, goals, effectiveness, company, and teams emerged from the study as qualities related to situational requirements. Understanding gained from the current study may help leaders to realize that organizational culture will either promote or hinder the effectiveness of informal leadership. An understanding of the role that informal leadership plays in the leadership of the organization can offer leaders the opportunity to benefit from the specific qualities that individuals within the organization have to offer in an informal leadership capacity. The findings contribute to filling the gap in peer-reviewed literature related to informal leadership and to the body of knowledge relating to informal leadership as highlighted by the perceptions of employees and managers in small organizations.

APA, Harvard, Vancouver, ISO, and other styles
4

Chen, Po-Fen. "General managers and four-year students evaluate attributes, qualities, competencies and skills for hotel management entry-level positions : a case study /." Online version of thesis, 1995. http://hdl.handle.net/1850/11950.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Baranauskas, Renaldas. "Lyderystės savybės ir gebėjimai švietimo įstaigų vadovų kompetencijų struktūroje." Master's thesis, Lithuanian Academic Libraries Network (LABT), 2013. http://vddb.laba.lt/obj/LT-eLABa-0001:E.02~2013~D_20130611_101916-76854.

Full text
Abstract:
Vadovavimas švietimo įstaigai įgauna vis didesnę svarbą ir įtaką veiklos rezultatams, bei įstaigos prestižui. Švietimo įstaigos vadovai turi būti pasirengę įstaigos veiklos kaitai, kuri užtikrintų mokslo pažangą, atitiktų darbuotojų, mokinių ir studentų lūkesčius, patenkintų poreikį įgyti pačias naujausias žinias ar įgūdžius ir sudarytų tam sąlygas bei galimybes. Tokiame kontekste naujai suprantama švietimo įstaigos vadovo, kaip vadybininko vaidmuo ir veikla. Vadovai skatinami keisti savo veiklos stilių ir formas: gebėti dirbti komandoje, priimti švietimo įstaigos kaitai reikšmingus sprendimus, atlikti įvairias papildomas užduotis, veiksmingai bendrauti, stebėti ir vertinti išorės ir vidaus aplinką, užtikrinti teikiamų paslaugų kokybę, siekti efektyvios veiklos ir kt. Todėl lyderystės savybės svarbios visų lygių vadovų veikloje. Darbo objektas: Lyderystės savybės ir gebėjimai švietimo įstaigų vadovų veikloje Darbo tikslas: Atskleisti švietimo įstaigos vadovams reikalingas lyderių savybes ir gebėjimus. Darbe apžvelgta lyderystės samprata, išskirti visų lygių švietimo įstaigų vadovams reikalingi gebėjimai ir būdingos savybės, aptarta visų lygių vadovų lyderių įtaka švietimo įstaigų veiklai, išskirtos pedagogų vadybinės funkcijos, kompetencijos ir jiems reikalingos lyderių savybės, pateikta pedagogų kompetencijų struktūra ir kiekvienai kompetencijų grupei priskirtos lyderiams būdingos savybės ir gebėjimai. Atliktas empirinis tyrimas, kuriuo buvo siekiama išsiaiškinti visų lygių... [toliau žr. visą tekstą]
Managing educational institution is taking on a more important role and influence on the activity results and prestige of the institution. Pupils and students have to adapt to the changes of educational system, which seek to create an appropriate educational environment for teaching / learning. Teachers must become educated and versatile leaders who will show the right way for the future generations. The heads of educational institutions must be ready for the changes of the institution's activities which should ensure scientific progress, meet staff and students’ expectations, satisfy the need for acquiring the most current knowledge and skills and create conditions and opportunities to achieve them. In such a context there is a new understanding of the head of an educational institution, as a manager’s and leaders are encouraged to change styles and forms of their actions – be able to work in team, accept significant decisions due to the changes in educational institutions and perform various additional tasks - communicate effectively, monitor and evaluate the external and internal environment, ensure quality of service, achieve effective actions etc. Therefore, leadership characteristics are important for all levels of management activities. Object of the work: Leadership qualities and skills in the management activities of educational institution. Aim of the work: To reveal leadership qualities and skills needed for the managers of educational institutions. A performed... [to full text]
APA, Harvard, Vancouver, ISO, and other styles
6

Garå, Malin, and Kerstin Hallén. "Jag är normen här, men män har det lättare : Om kvinnligt chefskap, sociala roller och rollmotsättning." Thesis, Högskolan Väst, Avd för socialpedagogik och sociologi, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:hv:diva-6436.

Full text
Abstract:
Bakgrund: Män har genom historien dominerat på arbetsmarknadens chefspositioner och därmed utformat chefskapets innehåll. Chefskapet är sammankopplat med agentic attribut som anses "manliga". Hur kvinnor hanterar sitt chefskap har mest studerats vid mansdominerade arbetsplatser där kvinnan är avvikare. Det finns en kunskapslucka i forskningen när det gäller kvinnors sätt att hantera chefskapet vid en kvinnodominerad arbetsplats där kvinnan är normen. Syfte: Syftet var att studera hur kvinnliga chefer vid kvinnodominerade arbetsplatser uttalar sig om manliga och kvinnliga egenskaper i sitt chefskap. Metod: Studien har en kvalitativ ansats där sex semistrukturerade intervjuer gjorts med kvinnliga chefer inom den offentliga sektorn. Intervjuerna har spelats in och transkriberats och analyserats med tematisk analysmetod som tolkats med social role theoy, role congruity theory . De två teorierna används för att belysa skillnader som vi menar beror på sociala konstruktioner av kön och könsordning som också används i analysen. Resultat: Intervjupersonerna upplevde att de blev respekterade som chefer och uttryckte ingen konflikt i rollen, att vara kvinna och samtidigt chef. De utgjorde normen inom offentlig sektor där de flesta omkring dem var kvinnor. Flertalet av cheferna ansåg inte att de behövde använda några särskilda strategier för att bli tagna på allvar eller få sin röst hörd. Kvinnorna ansåg inte att de hade specifika förväntningar att uppfylla för att de var kvinnor. Samtliga chefer beskrev sitt chefskap utifrån både communal och agentic egenskaper. De beskrev fler communal egenskaper som viktiga i sitt chefskap, vilket är långt ifrån det stereotypa agentic dominerade chefskapet. Det framkom att de ser chefskapet som en balansgång mellan communal och agentic egenskaper men communal egenskaper betonades mest. Resultatet visade även på en del upplevda skillnader mellan manliga och kvinnliga chefers förutsättningar. Kvinnorna har ibland ansetts som sämre chefer vid tillsättning av tjänster och en av de chefer som har fler män kring sig har vid några tillfällen upplevt att männen vill ta steget framför och överta ledarskapet. Flera kvinnor beskrev att de upplevde att män hade det lättare när det gällde att bli accepterade i chefsrollen och lättare blev accepterade i sin auktoritet
Men has dominated the labour markets management positions through the history and formed the qualities of leadership. The leadership is linked to agentic attributes that are considered "male". How women deal with a manager role has mostly been studied in male- dominated environments where women are deviants. There is a knowledge gap in the research regarding women’s ways of handling managerial positions in a female- dominated environment where the women is the norm. The aim of this study was to see how women managers in female- dominated places of work comment on male and female qualities in the manager role. The study has a qualitative approach where six semi- structured interviews with female managers in the public sector. The interviews were recorded and transcribed. The material is processed and analyzed by thematic analysis method which has been interpreted by social role theory and role congruity theory. The two theories are used to illuminate the differences that we believe is due to the social constructions of gender and the gender order witch also is used in the analysis. The respondents felt that they were respected as managers and expressed no conflict in the role, to be a woman and at the same time manager. They constituted the norm in social services where most around them were women. The majority of the managers did not feel that they needed to use some specific strategies to be taken seriously or get their voice heard. The women felt that they did not have specific expectations because they were women; they felt that their own expectations influenced them the most. All managers describe their leadership from both communal and agentic characteristics. They describe more communal characteristics as important in the manager role, which is far from the stereotypical agentic dominated manager role. It appears that they see management to be a balance between communal and agentic qualities but that communal characteristics emphasized most. The results reveal, however, some perceived differences between male and female managers conditions. The women have sometimes been regarded as inferior managers in recruitment and one of the managers who have more men around here, sometimes felt that men wanted to step in front and take over the leadership. One manager mentions strategies to get men to handle her straight communication. Several women described that they felt that men have it easier when it comes to being accepted into the managerial role and easier accepted in its authority. It also appears that some women find that they were expected to solve more problematic situations just because they were women
APA, Harvard, Vancouver, ISO, and other styles
7

Almeida, Nuno Miguel Dias. "Curricular internship in a clinical research unit." Master's thesis, Universidade de Aveiro, 2016. http://hdl.handle.net/10773/17113.

Full text
Abstract:
Mestrado em Biomedicina Farmacêutica
O presente relatório descreve em detalhe as tarefas e atividades desenvolvidas no contexto de um estágio curricular durante o segundo ano do Mestrado em Biomedicina Farmacêutica, da Universidade de Aveiro. Este estágio teve lugar na Unidade de Farmacologia Clínica do Professor Joaquim Ferreira, do Instituto de Medicina Molecular, de 14 de setembro de 2015 a 27 de junho de 2016. Esta experiência permitiu-me pôr em prática aquilo que aprendi no mestrado durante dez meses. Tive a oportunidade de trabalhar em três áreas diferentes da biomedicina farmacêutica: farmacovigilância, coordenação de ensaios clínicos e gestão de dados. Durante o estágio, surgiram múltiplas dificuldades e obstáculos. Contudo, consegui ultrapassá-los, melhorando as minhas capacidades profissionais, tais como organização, responsabilidade, comunicação, espírito critico, entre outras qualidades fundamentais para ser um bom profissional. Em conclusão, este estágio curricular permitiu o meu crescimento, não só como profissional, mas também como pessoa. Considero que tenha sido um desafio concretizado com sucesso e estou consciente que me abriu muitas janelas para a minha carreira futura.
This report describes in detail the tasks and activities developed in the context of a curricular internship during the second year of the Master’s degree in Pharmaceutical Medicine of the University of Aveiro. This internship took place in the Professor Joaquim Ferreira’s Clinical Pharmacology Unit (CPU) of the Instituto de Medicina Molecular, from September 14th, 2015 to June 27, 2016. This experience allowed me to put in practice what I learned from my master’s degree during ten months. I had the opportunity to work in three different areas of pharmaceutical medicine: pharmacovigilance, clinical trial coordination and data management. During the internship, several difficulties and obstacles showed up. However, I managed to surpass them, improving my professional skills, such as organization, responsibility, communication, critical thinking, among other fundamental qualities to be a good professional. In conclusion, this curricular internship allowed me to grow up, not only as a professional but also as a person. I think it was a successful challenge and I’m aware that it has opened many windows to future career.
APA, Harvard, Vancouver, ISO, and other styles
8

WANG, YU-TING, and 王郁婷. "Managers Qualities, Cash Holdings and Firms’ Value." Thesis, 2016. http://ndltd.ncl.edu.tw/handle/88823101057553183737.

Full text
Abstract:
碩士
長榮大學
經營管理研究所
104
The purpose of this research is to study the influence of the interactive effect between manager characters and cash holdings on Firms’ Value. In addition, we use marginal pricing model suggested by Tong (2011) as a research method to analyze the cash holdings, we take the Managers Ownership, Managerial Remuneration and CEO Duality as proxy variables to evaluate the manager characters. The empirical finding shows that Managers Ownership and Cash Holdings on the Firms’ Value have a negative correlation and easily result in the anti-takeover behavior when the company managers hold higher shares, so that the company's managers will lower the degree of acceptance to their companies, and furthermore reduce the Firms’ Value. The synergistic effect between CEO Duality and Cash Holdings performs positive correlation on the corporate value, this might imply that it will lower internal information asymmetry and raise the Firm’s Value when the corporate president serves as general manager at the same time.
APA, Harvard, Vancouver, ISO, and other styles
9

"Managerial qualities between Hong Kong and China: a study of Hong Kong retail managers in People's Republic of China." Chinese University of Hong Kong, 1995. http://library.cuhk.edu.hk/record=b5888312.

Full text
Abstract:
by Leung Sze Man Evon.
Thesis (M.B.A.)--Chinese University of Hong Kong, 1995.
Includes bibliographical references (leaves 51-54).
ABSTRACT --- p.ii
TABLE OF CONTENTS --- p.iii
LIST OF TABLES --- p.v
ACKNOWLEDGEMENTS --- p.vi
CHAPTER
Chapter I. --- INTRODUCTION --- p.1
Aims of the Study --- p.1
Rationale of the Study --- p.3
Organization of the Study --- p.4
Chapter II. --- MANAGEMENT IN CHINA --- p.5
Chapter III. --- CROSS-CULTURAL DIFFERENCES -LITERATURE REVIEW --- p.8
What is Culture ？ --- p.8
Two School of Thoughts Concerning Managerial Performance --- p.10
The Practical School of Thought --- p.10
The Cross-Cultural School of Thought --- p.11
Conclusion --- p.13
Chapter IV. --- CULTURAL NOVELTY BETWEEN HONG KONG AND CHINA --- p.14
Hofstede's Four Dimension Model --- p.16
Power Distance --- p.16
Uncertainty Avoidance --- p.17
Individualism versus Collectivisim --- p.18
Masculinity versus Femininity --- p.20
Conclusion --- p.21
Chapter V. --- HYPOTHESIS --- p.22
Environment --- p.23
Customer --- p.24
Staff --- p.25
Government and Regulations --- p.26
Conclusion --- p.27
Chapter VI. --- METHODOLOGY --- p.28
Chapter VII. --- FINDINGS AND DISCUSSION --- p.32
Reasons for Poor Reponse Rate --- p.33
The Nature of the Consumer Market in PRC --- p.33
Modification of the Hypothesis --- p.36
The Actual Practice of Companies in Selecting and Deploying Managers --- p.38
What Kind of Managers are Culturally Most Appropriate to be Deployed to PRC ？ --- p.41
Conclusion --- p.44
Chapter VIII. --- CONCLUSION --- p.45
APPENDIX --- p.48
BIBLIOGRAPHY --- p.51
APA, Harvard, Vancouver, ISO, and other styles

Books on the topic "Manager qualities"

1

Reznik, Semen. Organizational behavior. ru: INFRA-M Academic Publishing LLC., 2020. http://dx.doi.org/10.12737/1089957.

Full text
Abstract:
The textbook discusses the processes of managing the labor behavior of personnel in a modern organization. Special attention is paid to the qualities and competencies of the Manager, organizational and administrative and socio-psychological methods of management, relationships with subordinates and managers, delegation of authority, conflict management, formation of the Manager's team, leadership, change management and reputation of the organization. Meets the requirements of the Federal state educational standards of higher education of the latest generation. For students studying in the areas of training "personnel Management", "Economics", "Management".
APA, Harvard, Vancouver, ISO, and other styles
2

Baudry, Christian. Manager les services: La qualité comme principe unificateur. Paris: Economica, 1986.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
3

Teoh, Kay B. Qualities of success in project managers: An investigation into aspects of gender and organizational culture. Manchester: UMIST, 1996.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
4

Kaydos, W. J. Measuring, managing, and maximizing performance: What every manager needs to know about quality and productivity to make real improvements in performance. Cambridge, Mass: Productivity Press, 1991.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
5

Snodgrass, Kathleen. Is my building sick?: A manager's guide to identifying and solving indoor air qualitiy problems. Missoula MT: U.S. Dept. of Agriculture, Forest Service, Technology and Development Program, 2008.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
6

Hohmann, Christian. Guide pratique des 5S: Pour les managers et les encadrants. Paris: E ditions d'Organisation, 2006.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
7

Katzan, Harry. A manager's guide to productivity, quality circles, and industrial robots. New York: Van Nostrand Reinhold Co., 1985.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
8

Jean, Ersoz Clara, ed. The health care manager's guide to continuous quality improvement. Chicago, IL: American Hospital Pub., 1991.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
9

Leaders in the Shadows: The Leadership Qualities of Municipal Chief Administrative Officers. University of Toronto Press, 2015.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
10

Brown, Andrew, Christopher T. Flinton, Josh Gibson, Brian Grant, Barrie Greiff, Duane Hagen, Stephen Heidel, et al. Know Your Blind Spots. Edited by Andrew Brown, Christopher T. Flinton, Josh Gibson, Brian Grant, Barrie Greiff, Duane Hagen, Stephen Heidel, et al. Oxford University Press, 2018. http://dx.doi.org/10.1093/med/9780190697068.003.0009.

Full text
Abstract:
This chapter focuses on blind spots, the qualities and behaviors that a manager brings to the workplace of which he or she is not aware. Three case studies are presented of managers who have both strengths and maladaptive work behaviors. Discussion follows about the potential impact of these blind spots before they are brought to the manager’s consciousness. Blind spots change over time, so managing them requires constant attention. Common interpersonal and workplace blind spots include those involved in the psychological contract around the themes of interpersonal predictability, psychological distance, dependency, change, and danger. Useful tools are presented, including the development of introspection, a personal perspective, and a work culture conducive to input from colleagues. While finding blind spots requires personal effort, courage, and determination, doing this psychological work will diminish their potentially destructive impact, will enhance the manager’s overall effectiveness, and will improve the workplace environment.
APA, Harvard, Vancouver, ISO, and other styles
More sources

Book chapters on the topic "Manager qualities"

1

Amelung, Volker Eric. "Qualitäts-und Kostensteuerung." In Managed Care, 218–312. Wiesbaden: Gabler Verlag, 2012. http://dx.doi.org/10.1007/978-3-8349-7129-6_11.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Amelung, Volker Eric, and Harald Schumacher. "Qualitäts- und Kostensteuerung." In Managed Care, 98–157. Wiesbaden: Gabler Verlag, 2000. http://dx.doi.org/10.1007/978-3-322-93154-2_10.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Amelung, Volker Eric, and Harald Schumacher. "Qualitäts-und Kostensteuerung." In Managed Care, 151–230. Wiesbaden: Gabler Verlag, 2004. http://dx.doi.org/10.1007/978-3-322-94498-6_11.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Amelung, Volker Eric, and Harald Schumacher. "Qualitäts- und Kostensteuerung." In Managed Care, 98–157. Wiesbaden: Gabler Verlag, 1999. http://dx.doi.org/10.1007/978-3-322-92058-4_10.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Kazieva, Nurjagan, Zoya Khanova, and Olga Kayasheva. "Representations of University Staff About Leadership Qualities and Professional Success of Managers." In Leadership for the Future Sustainable Development of Business and Education, 487–94. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-74216-8_48.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Dunbar, David. "Basic manager qualities." In Management Behaviours in Higher Education, 93–108. Routledge, 2020. http://dx.doi.org/10.4324/9781003096481-6.

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

"Qualities of the Right Expatriate Manager." In How to Manage a Successful Business in China, 61–66. WORLD SCIENTIFIC, 2010. http://dx.doi.org/10.1142/9789814287838_0006.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Johnson, Rick D. "Leadership Thinking Through Managerial Psychology." In Handbook of Research on Multidisciplinary Perspectives on Managerial and Leadership Psychology, 1–24. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-3811-1.ch001.

Full text
Abstract:
Business organizational needs are met successfully when there are leaders in place who understand their people, industry, and societal concerns. Organizations inherently involve humans who must be managed and directed to varying degrees, and managing is not always as streamlined as some may wish. Understanding the needs and goals of each individual or group is paramount for a manager to elevate from daily management to ongoing leadership. A good manager/leader should strive to have personal knowledge of a collection of leadership theories and applications that would serve them in different situations. People are complex beings, and great leaders have the ability to appeal to the psychological aspects of how to lead particular groups of individuals. Through this framework, leaders can have a better understanding of how to manage when necessary, and managers can in turn begin to learn how to lead. This chapter offers insight to an audience who can begin to identify a core group of leadership competencies, theories, and qualities to synergize their personal preference.
APA, Harvard, Vancouver, ISO, and other styles
9

Argandoña, Antonio. "Humility and Decision-Making in Companies." In Humility, 274–97. Oxford University Press, 2019. http://dx.doi.org/10.1093/oso/9780190864873.003.0012.

Full text
Abstract:
A firm is a community of people who cooperate to achieve a purpose that is in everyone’s interest, albeit for different reasons. A manager’s task is to bring about this cooperation through these people’s motivations, which may be financial but also psychological, social, and moral—and it is here where virtues come into play. Managers must be virtuous and foster or, at least, not obstruct the other stakeholders’ moral qualities. Among these virtues, there is one that warrants particular attention: humility, the operative habit of having a realistic, objective knowledge of oneself and of others and acting accordingly, and which provides the basis for making decisions that seek the firm’s good and that of other people. This does not guarantee the firm’s financial success, but it does provide the means by which a humble manager can become an excellent manager.
APA, Harvard, Vancouver, ISO, and other styles
10

López-Ibor Jr., Juan J., and Costas Stefanis. "The psychiatrist as a manager." In New Oxford Textbook of Psychiatry, 39–46. Oxford University Press, 2012. http://dx.doi.org/10.1093/med/9780199696758.003.0008.

Full text
Abstract:
It is clear that the modern role of both the physicians, in general, and psychiatrists, in particular, requires intensive decision-making which is helped by management principles. Psychiatrists, in addition to their clinical qualifications and skills are asked to occupy positions and undertake responsibilities as clinical executives, directors of health care facilities, administrators of Academic units and even Mental Health Commissioners, all of them requiring managerial knowledge and leadership qualities. Increased pressure by patients for improved quality of services and access to new and innovative treatments needs to be balanced against the expectation of the health care system of the physician to act ‘economically’, following cost containment guidelines and staying within expenditure ceilings. Such decisions require specialized knowledge and a deep understanding of the principles and the functions of management and health economics. Such knowledge is only gained through specialized training by introducing management teaching, either at the undergraduate level or preferably at the residency level, as part of the core curriculum or as an elective which may include items such as administration principles, quality assurance, budgeting, resource allocation, accreditation procedures and what is close to the psychiatrist's clinical background the personnel management. This may be extended to ongoing professional education programmes for psychiatrists who are already active in the field.
APA, Harvard, Vancouver, ISO, and other styles

Conference papers on the topic "Manager qualities"

1

Lapteva, V., A. Panteleeva, and Yu Popova. "POWER AND LEADERSHIP. ESSENCE AND MEANING." In Manager of the Year. FSBE Institution of Higher Education Voronezh State University of Forestry and Technologies named after G.F. Morozov, 2022. http://dx.doi.org/10.34220/my2021_119-124.

Full text
Abstract:
A person in a leadership position has all the power in his hands. It is necessary for the proper implementation of various functions, such as planning, organization, motivation and control. However, the head of the enterprise must not only understand his work, but also be able to negotiate, get out of a conflict situation, as well as be an authority for his subordinates. Now leadership is one of the main qualities of a manager. The article talks about what forms and types of power exist, what functions a real leader should perform, and also lists leadership styles.
APA, Harvard, Vancouver, ISO, and other styles
2

Loboda, M., and L. Litvinova. "RICHARD THE LIONHEART, THE ENGLISH KING." In Manager of the Year. FSBE Institution of Higher Education Voronezh State University of Forestry and Technologies named after G.F. Morozov, 2022. http://dx.doi.org/10.34220/my2021_140-142.

Full text
Abstract:
The article is dedicated to the English King Richard the Lionheart. The authors explore the reasons for the popularity of this king with the English, they made Richard the hero of countless English medieval ballads and songs. The article provides general biographical information on Richard the Lionheart, examining the dynastic grounds for his ascension to the English throne. Opposite to other English kings, Richard received his second noble name “Lionheart” as a result of the Crusade. His amazing courage and even rage for the Holy Sepulchre struggle, sacrifice, energy, commitment to the holy ideals, the talent of a warrior, human kindness are considered the undoubted positive qualities of the king. As the British think these are the basis for this English king to become famous in the history of the country and in the memory of the people. But some historical sources are rather critical towards well-established opinion about Richard the Lionheart, however, the fact of popular recognition of him as a real king, warrior and defender remains unquestionable.
APA, Harvard, Vancouver, ISO, and other styles
3

(Beșcu) Buzică, Monica-Mihaela. "The Entrepreneurial Spirit of the Manager." In G.I.D.T.P. 2019 - Globalization, Innovation and Development, Trends and Prospects 2019. LUMEN Publishing, 2022. http://dx.doi.org/10.18662/lumproc/gidtp2022/01.

Full text
Abstract:
Through this article we want to emphasize the importance of educational management. We are also interested in whether the manager of an educational institution has or should have an entrepreneurial spirit. In recent years, special emphasis has been placed on educational management. We observe a tendency towards interdisciplinarity in the Romanian education and the necessity of the presence of the entrepreneurial spirit in the educational institutions. Entrepreneurship and management have a close connection that we will discuss in the following article. Thus, our attention was drawn to the need for entrepreneurship in management positions. The special importance given to educational management, leadership and entrepreneurship has led us to approach this interesting topic. It is necessary to create a personal profile of the manager of the educational institutions and to understand what educational management means and how to be a good manager in order to achieve high results. For this we have conducted a research on these concepts, and the results and its course will be presented in this article. We are also interested in how the manager's activity influences the education provided in an educational institution. We have a number of compelling questions to which we want to receive scientifically substantiated answers and that is why we have proposed a research that will answer the current needs. The world is constantly changing and this forces the existence of a manager capable of adapting and managing the various situations that arise. We need to know what competencies and qualities a manager must have and his status within the organization.
APA, Harvard, Vancouver, ISO, and other styles
4

Kuteneva, I. E. "USING A CONTEXTUAL-COMMUNICATIVE APPROACH IN PREPARING FUTURE MANAGERS FOR INTERCULTURAL COMMUNICATION." In THEORETICAL AND APPLIED ISSUES OF LINGUISTIC EDUCATION. KuzSTU, 2020. http://dx.doi.org/10.26730/lingvo.2020.145-150.

Full text
Abstract:
The article gives definitions of concepts: context, professional context, contextual learning, communicative approach, manager, management and intercultural communication. The classification of contexts is given. Types of professional context are indicated. The idea and principles of contextual learning are described. The basic unit of the content of education and the basic unit of student activity in contextual learning are considered. The implementation order and the idea of contextual learning are indicated. Learning models are listed. The requirements of contextual learning are described. The purpose of the communicative approach is indicated. A brief historiography of the communicative approach is considered. The main task, principles and advantage of the communicative approach are described. The points of genuine communicativeness in language teaching and the principles of a communicative approach are considered. The functions and roles of the manager in the organization are described, the qualities of the manager are listed. The object and task of management are indicated.
APA, Harvard, Vancouver, ISO, and other styles
5

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.

Full text
Abstract:
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.
APA, Harvard, Vancouver, ISO, and other styles
6

Cui, Chenhua. "A Study on Construction Project Managers' Temperament Qualities." In 6th International Conference on Social Network, Communication and Education (SNCE 2016). Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/snce-16.2016.42.

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

Cui, Chenhua. "A Research of the Construction Project Managers' Moral Qualities." In International Conference on Logistics Engineering, Management and Computer Science (LEMCS 2015). Paris, France: Atlantis Press, 2015. http://dx.doi.org/10.2991/lemcs-15.2015.26.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Bartlett, J. "Hard hat, hard heart? An examination of the leadership qualities required to manage soft projects." In IEE Half-Day Colloquium. Management of Soft Projects. IEE, 1999. http://dx.doi.org/10.1049/ic:19990406.

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

Bartlett, J. "Hard hat, hard heart? An examination of the leadership qualities required to manage soft projects." In IEE Afternoon Seminar. Management of Soft Projects: the People Issues. IEE, 1999. http://dx.doi.org/10.1049/ic:19990913.

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

Ogar, Aleksey, and Lyudmila Stepnova. "A Psychological Competence Assessment System for Trade Business Professionals Based on Economic Performance Indicators." In The Public/Private in Modern Civilization, the 22nd Russian Scientific-Practical Conference (with international participation) (Yekaterinburg, April 16-17, 2020). Liberal Arts University – University for Humanities, Yekaterinburg, 2020. http://dx.doi.org/10.35853/ufh-public/private-2020-61.

Full text
Abstract:
The high demand for businesses to objectively assess their employees in order to make human resource decisions and further business development faces the issue of a lack of reliable staff assessment methodologies and the difficulty of interpreting the resulting assessment reports for practical use. Despite the fact that the competence approach to the assessment of specialists has been repeatedly considered by both domestic and foreign scientists, there is still no systematic psychological research aimed at establishing a link between the level of competence development of trade business specialists and the quantitative-qualitative sales indicator. The study focused on 32 sales managers from two commercial organisations in Moscow. Empirical data was obtained via test methods ‘Short Reference Test’ (V. N. Buzin, E. F. Vanderlik), ‘Eysenck Personality Inventory’, abridged version (H. J. Eysenck, G. J. Wilson, K. J. Jackson), questionnaire ‘Fear of Success, Need Achievement, and Fear of Failure’ (A. A. Rean), ‘Self-assessment of manager’s business and personal qualities’ (F. Fiedler), ‘Verbal creativity’ (S. Mednik), biographical method. As a result of the conducted research the connection between the level of development of communicative, socio-perceptual and auto-psychological competences and the effectiveness of professional activity of sales managers, measured by the number of sales for a certain period of time, has been revealed. The results of this study can be used in recruitment as well as for targeted investment in staff development and training to improve competencies and the financial performance of the company.
APA, Harvard, Vancouver, ISO, and other styles
You might also be interested in the extended bibliographies on the topic 'Manager qualities' for particular source types:
Journal articles 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