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Managerial Behaviour (managerial + behaviour)
Selected AbstractsManagers' profile in environmental strategy: a review of the literatureCORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT, Issue 5 2006Esteban Fernández Abstract Environmental legislation and stakeholders are putting pressure on organizations to change. The role of management is a key factor. The aim of the present work is to determine the key characteristics required of a manager with environmental responsibilities and determine which are the critical aptitudes and attitudes for environmental success through a deep review of the literature. We include three kinds of characteristic: (a) managerial attitude and social influence, (b) individual characteristics (demographic characteristics, capability to perceive strategic opportunities, leadership, individual entrepreneurial ability and international awareness) and (c) organizational characteristics (organizational culture, capability to influence strategy, long-term orientation, organizational structure and demographic characteristics). With this purpose, we have collected and integrated the most relevant contributions of the literature. We have also suggested future research streams: for example, analysis of the interdependences among the diverse dimensions of a manager with environmental responsibilities, analysis of the characteristics typical of external stakeholders that condition the managerial behaviour and other aspects of environmental strategy on which management attitude has an influence. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment. [source] Payout Policy Pedagogy: What Matters and WhyEUROPEAN FINANCIAL MANAGEMENT, Issue 1 2007Harry DeAngelo G35; G32; H25 Abstract This paper argues that we should abandonMM (1961)irrelevance as the foundation for teaching payout policy, and instead emphasise the need to distribute the full value generated by investment policy (,full payout'). Because MM's assumptions restrict payouts to an optimum, their irrelevance theorem does not provide the appropriate prescription for managerial behaviour. A simple example clarifies why the correct prescription is ,full payout', and why both payout and investment policy matter even absent agency costs (DeAngelo and DeAngelo, 2006). A simple life-cycle generalisation explains the main stylised facts about the payout policies of US and European firms. [source] Differences in managerial behaviour between head nurses and medical directors in intensive care units in EuropeINTERNATIONAL JOURNAL OF HEALTH PLANNING AND MANAGEMENT, Issue 4 2001Roland Pepermans Abstract We attempt to determine whether differences appear between the managerial behaviour of European intensive care head nurses on the one side and medical directors on the other. In order to come up with a managerial job and competency analysis of ICU managers, observations and interviews were performed. Additionally, focus groups consisting of ICU experts were organized. The results are discussed according to managerial behaviour taxonomies and existing competency models. There seems to be some differentiation between the two managerial positions studied. Head nurses are more involved in planning/coordinating and motivating/reinforcing activities, whereas medical directors are more involved in socializing/politicking, decision making/problem solving, interaction with others and disciplining. Copyright © 2001 John Wiley & Sons, Ltd. [source] Modelling Transparency in Disclosure: The Case of Foreign Exchange Risk ManagementJOURNAL OF BUSINESS FINANCE & ACCOUNTING, Issue 5-6 2007Andrew Marshall Abstract:, When managers choose not to disclose all the relevant information in their possession in their financial statements, there is an information gap between the managers and users and consequently a lack of transparency. We model the degree of transparency observed when disclosures of foreign exchange (FX) risk management in financial statements are compared to managerial information on FX risk management policy, as evidenced in questionnaire responses. In this comparative study of US and UK firms we find incomplete disclosure in both samples but with differing aspects. In the US case, the information gap is lower where the information has higher relevance or firms with higher financial risk (greater leverage) are signalling the extent of risk, but the gap is greater where firms are in competitive product markets. For the UK sample, the information gap is significantly lower where firms have higher financial risk or higher liquidity but the gap is greater where the shares are more closely held. We conclude that modelling and explaining this aspect of incomplete accounting disclosure in an international setting must be sufficiently flexible to accommodate national differences in managerial behaviour. [source] Is there a ,New Managerial Work'?JOURNAL OF MANAGEMENT STUDIES, Issue 7 2006A Comparison with Henry Mintzberg's Classic Study 30 Years Later abstract This comparative study of top executives' work aimed at examining the stability of top managerial behaviour reveals a relatively different pattern of behaviour compared with the study by Henry Mintzberg. The main differences are a much larger workload, a contact pattern to a larger degree oriented towards subordinates in group-settings, a greater emphasis on giving information, and less preoccupation with administrative work. One important finding is that fragmentation of time , in previous studies highlighted as a central tenet of managerial work , was not as prevalent in the new study. The different results can be attributed (with caution) to the impact of the management discourse about leadership and corporate culture, and to factors such as organizational structure and geographical dispersion of companies. However, there are also significant similarities between the two studies which indicate that claims of the emergence of a radically different managerial work are much exaggerated. Instead the empirical data shows that new work-practices are combined with older practices, both in a complex and context-specific ways. Therefore, there is a need for better integration between theoretical development and empirical investigations in this field of inquiry. [source] PUBLIC AND PRIVATE SECTOR MANAGERS OVER 20 YEARS: A TEST OF THE ,CONVERGENCE THESIS'PUBLIC ADMINISTRATION, Issue 4 2006MICHAEL POOLE This paper sets out to test the ,convergence thesis' in respect of managers in the public and private sectors in Britain. New Public Management (NPM) initiatives have had the objective of making managerial behaviour in public sector organizations more similar to that in the private sector. Based on unique national surveys undertaken in 1980, 1990 and 2000, using quite large random samples of fellows and members of the Chartered Management Institute (CMI), comparisons are made to investigate whether ,convergence' between public and private sector managers has actually occurred. The patterns are found to be complex and, although there are some signs of convergence, the two sectors continue to exhibit similarities, persistent differences and parallel movements evident in managerial attitudes, behaviour and experiences. [source] FRONTIER EFFICIENCY MEASUREMENT IN DEPOSIT-TAKING FINANCIAL MUTUALS: A REVIEW OF TECHNIQUES, APPLICATIONS, AND FUTURE RESEARCH DIRECTIONSANNALS OF PUBLIC AND COOPERATIVE ECONOMICS, Issue 1 2010Andrew C. Worthington ABSTRACT,:,Despite the global importance of mutuals in financial services, and the universal need to measure and improve organizational efficiency in all deposit-taking institutions, it is only relatively recently that the most advanced econometric and mathematical programming frontier techniques have been applied. This paper provides a synoptic survey of the comparatively few empirical analyses of frontier efficiency measurement in deposit-taking financial mutuals, comprising savings and loans, building societies and credit unions in Australia, the UK, and the USA. Both estimation and measurement techniques and the determinants of efficiency are examined. Particular focus is placed on how the results of these studies may help inform regulatory policy and managerial behaviour. [source] Management Behaviour as Social Capital: A Systematic Analysis of Organizational EthnographiesBRITISH JOURNAL OF INDUSTRIAL RELATIONS, Issue 1 2005Randy Hodson This article explores managerial behaviour as a potential source of social capital in the workplace. Using content-coded data from the full population of organizational ethnographies (N = 204), we explore facets of workplace behaviours and relations that have been difficult to evaluate using survey-based techniques. Analysing ethnographic-based data with multivariate techniques, we find that competent management leadership, in particular, has widespread and significant effects on important workplace outcomes such as job satisfaction, organizational citizenship behaviour, and co-worker infighting. The findings highlight the value of cross-methods techniques for evaluating and extending existing workplace theories. [source] | ||||||||||