Management Agenda (management + agenda)

Distribution by Scientific Domains


Selected Abstracts


Easy to say, difficult to do: diversity management in retail

HUMAN RESOURCE MANAGEMENT JOURNAL, Issue 3 2005
Carley Foster
This article examines how operational managers are interpreting the management of diversity in practice. It is explicitly concerned with the way in which managing diversity was understood and applied in one large, long-established British retailing company. The findings suggest that while the business benefits attributed to diversity management are appealing to employers, it is a concept that lacks clarity for line managers both in terms of what it is and how it should be implemented within the anti-discrimination legal framework. Line managers, familiar with the value of demonstrating a common approach in their decision-making as the key means of defence against claims of discriminatory treatment, regarded a diversity management agenda concerned with recognising and responding to individual differences as more likely to lead to feelings of unfairness and claims of unequal treatment. It will be argued that, in the implementation of organisational diversity initiatives, employers need to take greater account of the tensions facing line managers, their interpretation of diversity management and perceptions of fair treatment as well as the operational context. [source]


A critical cross-cultural perspective for developing nonprofit international management capacity

NONPROFIT MANAGEMENT & LEADERSHIP, Issue 4 2009
Terence Jackson
Issues of the effectiveness of international nongovernmental organizations (NGOs) are becoming critical among a claim that cultural sensitivity to people's needs and the appropriateness of interventions is a competitive advantage of the sector. Here, the cross-cultural management agenda is set out, particularly in terms of the transferability or appropriateness of management knowledge and development interventions. Research propositions are presented that, if supported through future empirical findings, suggest cultural hybridization is a process that can be managed through greater stakeholder involvement, leading to greater appropriateness as well as effectiveness of international NGOs. [source]


Transitions in Defense Management Reform: A Review of the Government Accountability Office's Chief Management Officer Recommendation and Comments for the New Administration

PUBLIC ADMINISTRATION REVIEW, Issue 6 2008
Philip J. Candreva
The Government Accountability Office believes the answer to the U.S. Defense Department's persistent management problems is to be found in the creation of a new position, chief management officer, to oversee defense business transformation. The recommendation for this position is reviewed and used to raise questions and spur inquiry in the areas of evidence-based reform, the relationship between policy and administration, auditor overreach, and sustaining reforms through transition. The latter portion is expanded in this time of transition, and recommendations are made to the new administration to develop a management agenda, to the defense career executives to facilitate the transition, and to the next comptroller general to consider how the Government Accountability Office's varied roles produce outputs that align with the desired outcomes in both the policy and administration domains. [source]


Facilitating knowledge management through market mechanism

KNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 2 2005
Kevin C. Desouza
While knowledge markets are in existence and have been shown to be valuable, researchers have yet to systematically investigate them. In this paper, we take the first steps towards an investigation into the mechanisms of knowledge markets. Specifically, we employ a mathematical orientation to demonstrate the pivotal role played by pricing schemes in knowledge management agendas. Our work contributes to the field of knowledge management by providing mathematical proofs rather than anecdotal evidence regarding the significance of pricing knowledge in organizations. Copyright 2005 John Wiley & Sons, Ltd. [source]