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Books on the topic 'Managerial influence'

Author: Grafiati
Published: 4 June 2021
Last updated: 10 February 2022

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1

Archer, Earnest Richard. Influence and motivation: A managerial perspective. Atlanta, Ga: Wesley, Cabot & Keith, Pub., 1987.

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2

Schlegelmilch, B. B. The influence of managerial characteristics on different measures of export success. Edinburgh: University of Edinburgh. Department of Business Studies, 1987.

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3

Rieple, Alison. Staffing as a lever of strategic change: The influence of managerial experience, behaviour and values. Cranfield: Cranfield University, 1994.

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4

Lorino, Philippe. The pragmatist influence on managerial ideas and practices. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198753216.003.0010.

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A key idea of pragmatism is the inseparability of theory and practice, thought and action. Pragmatism is said to have had few contacts with the organizational world, and few direct practical applications, except in the domain of education. In particular, the pragmatist direct influence on the managerial world is often undervalued. However, pragmatist ideas have had a significant impact on managerial doctrines and can be traced in today’s debates amongst organization practitioners. This chapter studies three of those channels: Follett’s direct or indirect (for example through Chester Barnard’s work) influence on the corporate world as well as the management of public institutions; the stream of action research and reflection-in-action, in particular Donald Schön’s work; and the development of the quality movement as an anti-Taylorian revolution, deeply influenced by pragmatist thinkers (exploratory inquiry, community of inquiry, instrumental mediations, process perspective), more recently distorted into a Taylorian revival under the “lean management” label.
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5

Nardon, Luciara. Culture, Context, and Managerial Behaviour. Edited by Adrian Wilkinson, Steven J. Armstrong, and Michael Lounsbury. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780198708612.013.28.

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Cross-cultural interactions do not happen in a vacuum; they happen within an organizational context, with specific actors involved and in a particular physical setting. This chapter draws on a perspective of situated cognition to examine how various layers of context can influence cognitions and behaviours in cross-cultural situations. It proposes that action results from the interaction of cognitive schemas, including cultural values and assumptions, and contextual variables. Context is conceptualized as a multilayered construct including institutional, organizational and situational layers which influences what individuals notice, how they interpret information, and the actions they take. Further, it is argued that the context of global management is malleable and changes as a product of the actions of multiple players. Implications of a focus on context for the theory and practice of cross-cultural management are discussed.
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6

Thomas, Jane P. Guide to Managerial Persuasion and Influence (Guide to Series in Business Communication). Prentice Hall, 2003.

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7

Guide to Managerial Persuasion and Influence (Guide to Series in Business Communication). Prentice Hall, 2003.

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8

Gauthier, Mary Anne. NURSING DEPARTMENT CHAIRPERSONS' PERCEPTIONS OF THE INFLUENCE OF COLLECTIVE BARGAINING AND THEIR OWN INFLUENCE ON SELECTED MANAGERIAL FUNCTIONS. 1989.

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9

The Influence of Ethnic Values on Managerial Practices in Malaysia: Vol. 27 No.1. Malaysia: Malaysian Institute of Management, 1992.

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10

Bottaro, Michelle Reser. The influence of the daughter's managerial style on father-daughter work relationships in family-owned businesses. 1993.

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11

Shaver, J. Myles. Headquarters as a Managerial and Administrative Talent Pool. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198828914.003.0001.

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This chapter introduces the concept of a headquarters economy—an economy that has a concentration of headquarters from diverse industries. The chapter advances the importance of viewing headquarters as pools of managerial and administrative talent in order to understand corporate headquarters, how they impact the regions in which they reside, and where they locate. The chapter also introduces the concept of “hidden headquarters.” These are important divisional, regional, or operational headquarters of companies with corporate headquarters elsewhere. Such headquarters are often overlooked yet they influence their regions like large corporate headquarters. Finally, the chapter outlines the structure of the book and describes the research design choices that shape the investigation.
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12

Schizer, David M. Tax and Corporate Governance. Edited by Jeffrey N. Gordon and Wolf-Georg Ringe. Oxford University Press, 2015. http://dx.doi.org/10.1093/oxfordhb/9780198743682.013.47.

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This chapter examines the influence of tax on managerial agency costs, with particular emphasis on public companies in the United States. Focusing on “C-corporations,” this chapter first considers why tax is an imperfect vehicle for mitigating managerial agency costs. It then discusses how tax influences the compensation of managers, both in ways policy makers intended, and in ways they did not. The chapter also considers how tax affects management decisions about capital structure, hedging, and acquisitions. In addition, this chapter explores the tax system’s influence on the ability and incentives of shareholders to monitor management. This chapter then concludes with an analysis of how the tax system itself monitors managers.
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13

Mandell, Barbara D. The influence of gender and organizational sector on selection decisions and salary recommendations for upper level managerial positions in a management simulation. 1988.

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14

Roe, Mark J. Corporate Short-Termism. Edited by Jeffrey N. Gordon and Wolf-Georg Ringe. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780198743682.013.4.

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In this chapter I examine whether short-termism in stock markets justifies using corporate law to further shield managers and boards from shareholder influence, to allow boards and managers to pursue their view of sensible long-term strategies in their investment and management policies even more freely. First, the evidence that on stock market short-termism is mixed and inconclusive, with managerial mechanisms under-rated sources of short-term distortions, including managerial compensation packages whose duration often is shorter than that of institutional stockholding; further insulating boards from markets would exacerbate these managerial short-term-favoring mechanisms. Nor are courts well positioned to make this kind of basic economic policy, which if serious is better addressed with policy tools unavailable to courts.
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15

Role of the Management Accountant: Local Variations and Global Influences. Taylor & Francis Group, 2017.

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16

Lorino, Philippe. Historical perspective. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198753216.003.0001.

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The pragmatist intellectual trend started as an anti-Cartesian revolt by amateur philosophers and became a major inspiration for anti-Taylorian managerial thought. In the early days of the pragmatist movement, a small group of friends fought idealist and Cartesian ideas. The influence of classical pragmatists Peirce, James, Dewey, and Mead, and some of their closest fellow travellers (Royce, Addams, Follett, and Lewis), grew in the first decades of the twentieth century. Some misunderstandings of the central tenets of pragmatism later led to its distortion into the common language acceptance of the word “pragmatism” and contributed to a relative decline in the 1930s, precisely when pragmatism began to inspire an anti-Taylorian managerial movement. Finally the chapter narrates how “the pragmatist turn,” a revival of pragmatist ideas, took place in the last quarter of the twentieth century.
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17

Crouch, Andrew. Influences of psychological climate, personal preferences and hierarchical level on behaviour in managerial work groups. 1985.

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18

Scott, W. Richard, and Raymond E. Levitt. Institutional Challenges and Solutions for Global Megaprojects. Edited by Bent Flyvbjerg. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780198732242.013.4.

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Megaprojects are characterized by complex technical interdependencies—both compatible and contentious—novel technologies and systems, cross-cutting regional and political forces, and the presence of multiple institutional frameworks. This chapter stresses the role played by institutions. Employing a broad conception, it views institutions as consisting of three types of elements: regulatory (rules, laws, orders), normative (norms and values) and cultural-cognitive (beliefs, schemas, frames). As a form, megaprojects incorporate and are subject to a diverse, complex, and conflicting combination of elements. Viewed as an organization field, megaprojects confront a highly diverse set of participants who exhibit varying degrees of embeddedness in their local environment and are obliged to manage their operations across multiple changing phases which entail shifts over time in their power and influence. These challenges require that successful megaprojects develop flexible legal-contractual managerial controls, common norms and values, and shared identities anchored in a robust project culture.
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19

Stephens, Keri K. Mobile Communication Comparisons Between Diverse Workers. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780190625504.003.0011.

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This chapter combines the data from all the workers (150 different people across 35 diverse occupations) whose stories have been shared in this book. From the examination of the characteristics of specific jobs that influence mobile communication at work, four categories emerge: autonomy, mobility, task variability, and communication focus. People who have low autonomy in doing their work typically have predictable times when they have mobile access—breaks—but spend the bulk of their days without that access. Workers with a high degree of autonomy are reachable more often, but their access isn’t necessarily predictable: they might be in a closed-door meeting. It’s acceptable to use mobile devices when employees enjoy higher autonomy, more mobility, and task variability. But people who do repetitive jobs, work in a single location, and have little autonomy are more subject to managerial control and have fewer times where their mobile use is considered acceptable.
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20

Podsakoff, Philip M., Scott B. Mackenzie, and Nathan P. Podsakoff, eds. The Oxford Handbook of Organizational Citizenship Behavior. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780190219000.001.0001.

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The purpose of this handbook is to provide a broad and interdisciplinary review of state-of-the-art research on organizational citizenship behaviors (OCBs), and related constructs such as contextual performance, spontaneous organizational behavior, prosocial behavior, proactive behavior, employee voice, and counterproductive work behavior. Chapters by leading scholars in the field address: (a) the conceptualization of OCBs; (b) the distinction between these behaviors and related constructs; (c) the antecedents, correlates, and consequences of these behaviors; (d) the mechanisms through which these behaviors influence organizational success and the boundary conditions limiting these effects; and (e) the methodological and measurement issues that are common when studying OCBs. In addition, this handbook has several chapters that explore the implications for managerial practice and career success. Finally, each of the chapters identifies substantive questions, methods, and issues for future research. The overarching goal of this handbook is to offer a single resource that will inform and inspire scholars, students, and practitioners of the origins of this construct, the current state of research on this topic, and potentially exciting avenues for future exploration.
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21

Coen, David, Alexander Katsaitis, and Matia Vannoni. Business Lobbying in the European Union. Oxford University Press, 2021. http://dx.doi.org/10.1093/oso/9780199589753.001.0001.

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At a time when Europe and business stand at crossroads, this study provides a perspective into how business representation in the EU has evolved and valuable insights into how to organize lobbying strategies and influence policy-making. Uniquely, the study analyses business lobbying in Brussels by drawing on insights from political science, public management, and business studies. At the macro-level, we explore over thirty years of increasing business lobbying and explore the emergence of a distinct European business-government relations style. At the meso-level, we assess how the role of EU institutions, policy types, and the policy cycle shape the density and diversity of business activity. Finally, at the micro-level we seek to explore how firms organize their political affairs functions and mobilized strategic political responses. The study utilizes a variety of methods to analyse business-government relations drawing on unique company and policy-maker surveys; in-depth case studies and elite interviews; large statistical analysis of lobbying registers to examine business the density and diversity; and managerial career path and organizational analyses to assess corporate political capabilities. In doing so, this study contributes to discussions on corporate political strategy and interest groups activity. This monograph should be of interest to public policy scholars, policy-makers, and businesses managers seeking to understand EU government affair and political representation.
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22

Watson, Tony J. Organizational Identity and Organizational Identity Work as Valuable Analytical Resources. Edited by Michael G. Pratt, Majken Schultz, Blake E. Ashforth, and Davide Ravasi. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780199689576.013.6.

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“Organizational identity” is best understood, not as a phenomenon that exists in the social and organizational world, but as a concept—a tool which social scientists use to improve human beings’ understanding of how the social and organizational world “works.” Pragmatist methodological thinking is applied to the development of a formal new conceptualization of the notion of organizational identity and a concept of organizational identity work which may help future researchers, either directly or indirectly. The new apparatus builds on existing thinking and is developed in a way which avoids the metaphor-influenced tendency of organizational identity research to treat organizations in too unitary or personified a manner—a tendency which does not do justice to the fluidity, conflict, and contestation which is inherent in organizations, and arises in managerial efforts to manipulate organizational identities.
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23

Carroll, Leo, Sharon Calci, and Amber Wilson. Mass Incarceration and Conditions of Confinement. Edited by John Wooldredge and Paula Smith. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780199948154.013.3.

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This chapter compares confinement conditions in American prisons today to those in the mid- to late twentieth century, and the reasons for this evolution. Other topics considered include changes in (a) inmate rights and privileges, (b) priorities placed on safety and management, (c) program availability, and (d) managerial controls over inmates (both coercive and remunerative). Also provided is an overview of improvements in prison architecture and technology (e.g., the construction of smaller prisons with heavier reliance on electronic surveillance) and of the movement to “professionalize” correctional officers. Important themes include the negative impact of rising prison populations on the delivery of medical and mental health services; the worsening physical health of prisoners; and greater use of long-term administrative segregation despite its possible influences on mental and physical deterioration.
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24

Bezes, Philippe. Challenges to French Public Administration. Edited by Robert Elgie, Emiliano Grossman, and Amy G. Mazur. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780199669691.013.12.

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This chapter aims to characterize the French administrative system and its contemporary transformations, by identifying the dynamics and diversity of the research conducted on this subject in the disciplines of sociology, political science, and in history. Adopting a comparative perspective, it emphasizes the richness of research programs on the French bureaucracy, its institutions, regulation, reforms, and agents. Four pillars of the French administrative system are identified (centralization, territoriality, administrative law, and administrative elites). The chapter emphasizes the renewal of academic studies of French public administration, exploring the various dimensions and effects of neo-managerial reforms (policy elites, street-level bureaucrats, professional groups). The chapter also characterizes the “French touch” in the study of French public administration and claims that French scholars of the bureaucracy, influenced by stimulating sociological perspectives, offer an interesting dialogue with the approaches that are currently dominant at the international level, and might sometimes even reinvigorate them.
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25

Smalskys, Vainius, and Jolanta Urbanovič. Civil Service Systems. Oxford University Press, 2017. http://dx.doi.org/10.1093/acrefore/9780190228637.013.160.

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Civil service consists of civil servants and their activity when implementing the assigned functions and decisions made by politicians. In other words, it is a system of civil servants who perform the assigned functions of public administration. The corpus of civil servants consists of people who work in central and local public administration institutions. The concept and scope of civil service in a particular country depends on the legal framework that defines the areas of public and private sectors and their relationship. In many countries, civil service consists of an upper level, a mid-level, and civil servants who work for coordinating, independent, and auxiliary institutions. However, the scope of civil service in different countries varies. When analyzing/comparing civil service systems of different countries, researchers often categorize them as Western European, continental European, Anglo-American, Anglo-Saxon, Eastern European, Scandinavian, Mediterranean, Asian, or African.All European Union member states can be classified into two groups: the career system—dominant in continental Europe, with the prevalence of traditional-hierarchical public administration, rational bureaucracy, and formalized operational rules—and the position system—dominant in Anglo-Saxon countries, with the prevalence of managerial principles, pragmatic administration, and charismatic leadership. Neither of the two models exists in pure form. If features of the career model dominate in the civil service of a country, it is identified as a country with the career CS model; if elements of the position model dominate the country is identified as a country with the position civil service model. An intermediate version of this model, characteristic of a number of countries, is the mixed/hybrid model.Many civil service researchers claim that in the case of two competing systems of civil service—closed (the career model) and open (the position model)—reforms of the open civil service system win. It has been argued that the organizing principles of the open, result-oriented civil service system (the position model), which is under the influence of “new public management,” will permanently “drive out” the closed, vertically integrated and formal procedure-oriented career model. Scholars argue that civil servants of the future will have to be at ease with more complexity and flexibility. They will have to be comfortable with change, often rapid change. At the same time, they will make more autonomous decisions and be more responsible, accountable, performance-oriented, and subject to new competency and skill requirements.
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26

Blithe, Sarah Jane, Anna Wiederhold Wolfe, and Breanna Mohr. Sex and Stigma. NYU Press, 2019. http://dx.doi.org/10.18574/nyu/9781479859290.001.0001.

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Wrapped in moral judgments about sexual conduct and shrouded in titillating intrigue, legal prostitutes in Nevada’s brothels frequently face oppression and unfair labor practices while managing stigma and isolation associated with their occupational identities. Rooted in organizational communication and feminist theories, this book engages with stories of women living and working in these “hidden” organizations to interrogate issues related to labor rights, stigma, secrecy, privacy, and discrimination in the current legal brothel system. Widespread beliefs about the immorality of selling sexual services have influenced the history and laws of legal brothel prostitution. Moral judgments about legal prostitutes are so pervasive that many women struggle to engage in their communities, conduct business, maintain personal relationships, and transition out of the industry. At the same time, legal brothels operate like other kinds of legal entities, and individuals must contend with balancing work and nonwork commitments, organizational cultures, and managerial relationships. Although legal prostitutes are independent contractors, they often live in their workplaces and must adhere to scheduling requirements, mundane job tasks, and emotional labor, like employees in other organizational settings. Ethnographic observations in the brothels and interviews with current and ex-brothel workers, brothel owners, madams, local police, lobbyists, and others provide a broad data set for analysis. The book includes a photo-elicitation project, featuring images captured by legal prostitutes about their lives in the brothels. Thorough archival research fills in gaps left from inconsistencies, illegal practices, and laws about brothel prostitution. In addition, the third author works as a legal prostitute, providing a deep (and deeply personal) autoethnographic insider look at the industry. As such, this book serves as both an updated resource about the laws and policies which guide legal prostitution in Nevada, and an intimate look at life and decision-making for women performing sex work.
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