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Статті в журналах з теми "Account managers"

Автор: Grafiati

Опубліковано: 10 січня 2023

Оновлено: 31 липня 2025

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1

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

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Анотація:

Purpose The purpose of this paper is to explore top managers’ role in key account management. Design/methodology/approach The possible actions that could be performed by a top manager were investigated in 12 case studies. These actions were grouped into key account managers and teams, culture, engagement and knowledge, organizational structure/conditions and customers and markets. Findings Top managers (TMs) informally evaluate teams and key account (KA) managers, stimulate a culture that favors the information’s prospection, persuade managers to reduce their resistance and improve organizatio

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2

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

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Employees in multinational organizations (MNOs) face differences in accounts provided by other members, yet an inappropriate account could damage the account-giver’s career. This study examines account-giving in the eyes of the manager in an MNO context. A thematic analysis was conducted on the expected account-giving from 23 Japanese and 20 American managers in the United States. The results show that American managers typically view the out-of-control account as appropriate, whereas Japanese managers expect an apology in an untoward situation. In addition, this study gives insights to the ap

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3

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

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4

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

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5

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

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6

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

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7

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

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8

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

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9

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

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Nowadays, even apps for corporate management are respectable. Manager app portals complement such “run-a-business” apps with apps that make managers’ business life easier. The right mix of apps makes the difference. Accommodating the user perspective, the objective of this article is to examine which apps disproportionately influence managers’ perception regarding the usefulness of information systems (IS). Applying the Kano model and considering both “analyst-” and “consumer-type” managers, we employ findings from a manager focus group survey to discuss the strongest differentiators: (1) Offe

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10

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

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11

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

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Recent warnings have been raised about the project success rate in organizations. Among many reasons of disappointing results, research on project management reveals a gap in examining project success. Traditionally, project success has been widely studied from the rational view but rarely from the behavioral view. Today’s businesses are facing multiple challenges and opportunities in a volatile market environment that require constant changes within organizations and leaders’ behavior. The role of project managers is no longer the same. This study attempts to update the discussion of project

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12

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

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13

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

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Measuring the performance of individual managers is difficult in practice because quantitative yardsticks often measure the performance of groups under the control of a manager or the performance of groups spread over departmental boundaries. If managers are measured individually there is a tendency to emphasize quantitative yardsticks only. An effort is also made to measure individual manager's performance by quantifying qualitative yardsticks. The yardsticks that cannot be quantified, that is the innovative aspects of managerial decisions, are thus neglected. The authors propose a model that

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14

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

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AbstractThis paper contributes to the growing stream of organization research that explores the relationship between professional identities and gender. Our central question pertains to how account managers ‘do gender’ in constructing their professional identities. While account management has been considered a sales occupation with a strong masculine connotation, some indications towards ‘feminization’ have also been observed. Our analysis of 39 interviews with white women and men working as account managers in the Netherlands suggests that these account managers construct a ‘tough salesman’

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15

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

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Анотація:

AbstractThis paper contributes to the growing stream of organization research that explores the relationship between professional identities and gender. Our central question pertains to how account managers ‘do gender’ in constructing their professional identities. While account management has been considered a sales occupation with a strong masculine connotation, some indications towards ‘feminization’ have also been observed. Our analysis of 39 interviews with white women and men working as account managers in the Netherlands suggests that these account managers construct a ‘tough salesman’

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16

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

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The project managers’ high efficiency and leadership ability is very important for the success of the whole project. Evaluating the competency of project manager accurately and selecting the suitable project manager from alternatives is a very core research issue that should be paid high attention to in the field of project management. When evaluating the competency of project manager, multiple criteria with interactive relationship should be considered, and the decision makers may have bounded rational behavior which may have a great impact on the result of evaluation, whereas the decision ma

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17

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

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

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18

Tokareva, Y., A. Polozov, M. Petuhova, and N. Morohov. "IDENTIFICATION OF THE RELATIONSHIP OF INDIVIDUAL AND PERSONAL CHARACTERISTICS OF SALES MANAGERS WITH THE EFFECTIVENESS OF PROFESSIONAL ACTIVITY." Management of the Personnel and Intellectual Resources in Russia 12, no. 2 (2023): 70–76. http://dx.doi.org/10.12737/2305-7807-2023-12-2-70-76.

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The article is devoted to the study of personal characteristics of sales managers and their impact on the level of professional success.  A successful sales manager is the one that company executives are “hunting” for. He is offered a job on the most favorable terms for him. Due to the fact that: effectively leads the client through the sales funnel — from the first touch to the closing of the transaction; sells with minimal discounts or without them at all; launches word of mouth and motivates the client to bring new customers; gets pleasure from work; and after each sale, it strives to

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19

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

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20

Schmitt, Laurianne, Michel Klein, and Bruno Lussier. "Key account managers and customer experience: A service ecosystem approach." Industrial Marketing Management 126 (April 2025): 118–30. https://doi.org/10.1016/j.indmarman.2025.02.008.

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21

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

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This study examines the relationship between corporate managers’ political ideology and corporate leverage policies conditional on investor sentiment. Based on a minimum of 21,884 observations over the 1992–2008 period, the authors show that Republican managers significantly reduce leverage during periods of high investor sentiment. To the best of the authors’ knowledge, this paper is the first to document that Republican managers are not swayed by the general tendency to increase leverage in high-sentiment periods. Overall, the empirical evidence from this study indicates that personal charac

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22

Wang, Yansong, Xianshuo Qi, and Shu Qin. "Calculation of VaR — Based on the Account Manager's Perspective." Modern Economics & Management Forum 5, no. 3 (2024): 442. http://dx.doi.org/10.32629/memf.v5i3.2358.

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Value at Risk (VaR) is one of the risk measurement methods used by international financial institutions, which can be applied to stock, bond, future, option, complex derivative and other financial markets. VaR is also a primary measure for quantifying market risk and has gradually become the main basis for banks to calculate their capital requirements for market risk using internal models. This paper attempts to use three methods (variance-covariance method, historical simulation method, Monte-Carlo simulation method) to calculate VaR in both single asset and multiple assets scenarios to help

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23

Akanov, Amangali, Gulbadan Bekembayeva, Assel Abduazhitova, et al. "Evaluation of the Effectiveness of Primary Health Care by Health Care Managers." Journal of Health Development 49, no. 4 (2022): 19–28. http://dx.doi.org/10.32921/2225-9929-2022-4-49-19-28.

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Introduction. There is a need for a dynamic assessment of the quality of medical care in the context of the opinions of stakeholders.The purpose of the study is to assess the efficiency of the use of resources and the willingness to work of primary managers in the context of PHC organizations.Methods. The study was conducted using the original questionnaire developed by us for PHC managers based on the AGREE methodology to study the effectiveness of primary care according to PHC managers. The study included 232 PHC medical organizations in 17 regions of Kazakhstan. The data analysis was carrie

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24

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

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In this paper we show that not taking into account the fact that fund managers “deviate” from their stated categories biases upward their alphas. When evaluating fund managers most studies compare managers against the S&P 500 regardless of the sectors managers actually invest in. This procedure does not take into account that an important proportion of US stock managers invest in medium and small companies. This neglect biases performance results. In the international stock arena, not only do studies use the incorrect benchmark but they also neglect to take into account the fact that manag

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25

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

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Modern dynamic transformations in the state naturally affect the growth of social demands for the quality of management processes in various sectors of the economy. Accordingly, the need to improve future managers� training at higher schools is highlighted. Due to the fact that the profession of a manager belongs to communicative professions, among the requirements for specialists in this field, the ability to communicate effectively is important. The article substantiates the necessity to take into account socio-adaptive, status-role aspects and aspects of self-expression while training futur

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26

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

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The starting point of this paper is the phenomenon of so-called MediaSport, namely the pervasive and multi-faceted mediation of sports events that extends the reach and hold of the sports industry on communities of sports consumers. The speciﬁc aspect of MediaSport considered here is the streamed post-match interview with Premier League team managers, a stabilized media interaction that reﬂects the importance of media duties as part of the manager’s corporate brief. Critical attention to managers seems mainly conﬁned to sociological studies of the politics of celebrity, while linguists seeming

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27

А., М. Крохмаль. "ФОРМУВАННЯ ГОТОВНОСТІ ДО СОЦІАЛЬНОЇ ВЗАЄМОДІЇ МАЙБУТНІХ МЕНЕДЖЕРІВ ТУРИСТИЧНОЇ ГАЛУЗІ У ПРОЦЕСІ ВИВЧЕННЯ ІНОЗЕМНОЇ МОВИ". Засоби навчальної та науково-дослідної роботи, № 47 (30 червня 2017): 52–59. https://doi.org/10.5281/zenodo.821295.

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In the article it has been defined the features of social interaction as a part of the communication process; it has been modified features of travel managers communicate effectively with partners taking into account their social attribution; it has been presented definite ways of social communication aimed at tourism implemented in teaching a foreign language; it has been proven effective for professional work manager of tourism taking into account social partner assignment of communication.

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28

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

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29

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

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

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30

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

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

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31

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

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Purpose – A deliberate and planned crisis communication strategy is an important part of key account management. The purpose of this paper is to draw links between key account managers (KAM) and crisis communication and explore the elements critical to crisis communication in key account relationships. Design/methodology/approach – The approach is qualitative. Data were gathered from people experienced in crisis communication and responsible for strategic accounts. The paper analysed managers’ stories of crisis processes and related communication in relationships. Findings – Successful crisis

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32

Bunga, Audry Indri, Baharuddin Baharuddin, and Jeana Tandirerung. "THE EFFECT OF INCENTIVES ON THE PERFORMANCE OF ACCOUNT MANAGERS REGIONAL LEGS AT PT TELKOM TELKOM INDONESIA (PERSERO),TBK REGIONAL V." Jurnal Comparative: Ekonomi dan Bisnis 7, no. 1 (2025): 319. https://doi.org/10.31000/combis.v7i1.13654.

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The incentive aims to increase employees' morale so that their performance improves to achieve the Company's goals. Therefore, it is important to analyze how the provision of incentives affects their performance in the Regional Large Government Service (RLEGS) unit of PT Telkom Regional 5. However, there is a problem where employees feel that the incentives are not fair, the incentives are given only at the will of the superiors, they are not satisfied with the incentives provided, and they are promised by the segment to be appointed as Pro Account Manager (permanent Telkom employees). The res

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33

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

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Understanding how managers perceive risks in the decision-making process of corporate social responsibility (CSR) disclosure is vital, especially in sectors with high social and environmental demands on sustainability. The main aim of this study was to explore the impact of managerial risk perceptions and influencing factors on CSR disclosure in the forestry sector of China and to improve the sustainable development of forestry. Utilizing survey data of 214 managers from Chinese forestry enterprises, we analyzed how manager backgrounds, including six variables (gender, age, education level, de

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34

Taurēna, Katrīna. "LEADERSHIP IN CULTURAL ORGANIZATIONS. EXAMPLE OF THE NATIONAL LIBRARY OF LATVIA." Krustpunkti: kultūras un mākslas pētījumi, no. 3 (July 7, 2025): 41–54. https://doi.org/10.55877/kkmp.2024.3.590.

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Taking into account the changing environment and challenges, the requirements for managers have also changed; one of the frequently highlighted prerequisites for a good manager is leadership qualities or abilities. The aim of this article is to determine how leadership is manifested in the activities of cultural organizations and specifically in library activities. It also aims to explore in what way and to what extent leadership characteristics describe formal managers of the National Library of Latvia (hereafter – NLL) whether subordinate employees are satisfied with their direct managers an

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35

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

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Each social media account created by users has its own purpose and meaning,. That is to attract the sympathy of the audience, Just like in real world, humans cannot live without socializing and interacting each other. This research was designed to find out the communication strategy of social media account managers in managing followers. This study used an interactional communication strategy with qualitative descriptive method. The results showed that the communication strategy used to manage the "chat relationship" account is the interactional communication strategy. This model had been used

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36

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

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Today we are dealing with unceasing changes that are not without influence on the functioning of the organization and its subsystems; and managers, who are specific moderators of all activities in the organization, in the face of the volatility of the environment, need to acquire new competences and roles, and realize relevant functions. It seems that the manager's role may be dependent on organizational characteristics such as the type of organization (for-profit, non-profit), the industry in which the organization operates and its size. These features can determine the roles and functions of

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37

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

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The object of this research is to investigate the Instagram usage in the PTKIN Library in East Java. The method in this research uses a case study model through content analysis of the post on the seven PTKIN Library Instagram accounts in East Java. The analysis is carried out by analyzing account ownership, growth of Instagram accounts, posting activity, and their use in each PTKIN Library Instagram account in East Java. The research data was taken on the same day, December 5, 2020. The results showed that generally Instagram has been used by PTKIN library managers in East Java. This can be s

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

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Анотація:

The objective of this research is to get the descriptive in depth and effectiveness of performance appraisal system (based on financial account, operational account, and administrative account) that has been implemented by PT Perkebunan Nusaniara XII (Pcrsero) based on the Badan Usaha Milik Ncgara of Minister Decree, Number: KEP-100/MBU/2002. This research used qualitative research with single case study and multiple unit analysis approach. The study involved 6 respondents as unit managers and as assistant of unit manager. They are financial manager, plant manager, accounting manager, processi

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

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Анотація:

The objective of this research is to get the descriptive in depth and effectiveness of performance appraisal system (based on financial account, operational account, and administrative account) that has been implemented by PT Perkebunan Nusaniara XII (Pcrsero) based on the Badan Usaha Milik Ncgara of Minister Decree, Number: KEP-100/MBU/2002. This research used qualitative research with single case study and multiple unit analysis approach. The study involved 6 respondents as unit managers and as assistant of unit manager. They are financial manager, plant manager, accounting manager, processi

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40

Arun, Regina, Farida Nurfalah, and Welly Wihayati. "Marketing Communication Through Instagram Account @cikadongdong_rivertubing as an Effort to Introduce The Cikadongdong River Tubing Tourism Object in Payung Village, Rajagaluh District, Majalengka Regency." Journal Socio Humanities Review 1, no. 1 (2021): 14–18. https://doi.org/10.33603/jshr.v1i1.5871.

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The research is motivated by the development of technology that support social media as a new dimension in developing the need to find information and knowledge. Social media that is popular among the people one of which is social media instagram, there are also popular accounts in it, one of which is the instagram account @cikadongdong_rivertubing which discusses information about the Cikadongdong River Tubing tourist attraction located in Payung Village, Rajagaluh Sub-district, Majalengka Regency presented in the form of photos and videos and there is information to explain the photos and vi

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Romanov, A. D., and V. I. Romanova. "Formation of professional competences in future specialists in sports management in a professionally oriented educational space." Scientific Journal of National Pedagogical Dragomanov University. Series 15. Scientific and pedagogical problems of physical culture (physical culture and sports), no. 2(174) (February 17, 2024): 166–70. http://dx.doi.org/10.31392/udu-nc.series15.2024.2(174).36.

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The problem of training sports managers is associated with significant qualitative changes in the organizational structure of physical culture and sports, with the commercialization of various physical culture and sports organizations and the emergence of private sports schools and clubs, where managerial activity in the field of physical culture and sports acquires a managerial and marketing orientation. The significance of the training of sports managers was analyzed, taking into account the types and functional duties; presentation of sports manager models in scientific research; cond

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

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Proper selection of persons to perform managerial work (in various forms of ownership) is an important initial step, and after proper selection, one should continuously work with persons who will perform that work, monitor them, guide and work on their career development. When choosing a leader, one must take into account the knowledge he should possess, desirable traits (intellectual, voluntary and emotional personality traits), attitudes, the degree of authority he enjoys and the nature of functioning -the group he works with to solve problems. Important personality traits, which should be t

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

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The article substantiates that special attention should be paid to the level of development of competencies, managers, contributing to the achievement of team results when assessing the competencies of team members in the top management of a company. The adapted "20 faces" competency framework of top managers of the company was clarified by assigning different weights to competencies, whose high level of development is a prerequisite for effective activity of a manager as part of a team. An expert survey of specialists was conducted, according to the results of which the importance of competen

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44

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

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Purpose – The purpose of this study is to investigate the contextual factors that influence the impact of account manager turnover on the client–agency relationship, an under-researched area of relationship management literature. Design/methodology/approach – A case study approach and one-to-one interviews are used to conduct the exploratory study, analysing client–agency relationships within the UK design industry. A conceptual framework covering individual and organisational characteristics is used to examine the contextual factors impacting account manager turnover. Findings – The findings

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

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Анотація:

The article is devoted to the problem of studying the influence of labor motivation on the efficiency of communicative competence of bank client account managers. The content of this article indicates the relevance of the topic in the direction of strengthening the processes of professional training of the bank managers, in particular, improving their communicative competence. It is also worth noting the importance of the study of the problem of motivation in professional activity, the study of motivation mechanisms of actualization and blocking the formation of effective communicative compete

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

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This conceptual paper explores the potential relationship between a manager's contribution in sealing cross-border Merger and Acquisition (M&A) deals, on the one hand, and tacit knowledge transfer, on the other. The paper's basic premise posits that those managers are likely to be exposed to significant tacit knowledge flows as they participate in negotiating, making, and monitoring M&A transactions. The two M&A dimensions taken into account in the conceptual model given in this paper pertain to the number and value of M&A transactions coordinated or accomplished by the manager

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

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

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

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

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