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Managerial Work (managerial + work)
Selected AbstractsIs 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] Invited reaction: Informal learning and the transfer of learning: How managers develop proficiencyHUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 4 2003Victoria J. Marsick Enos, Kehrhahn, and Bell have made an important contribution to measuring informal learning and its transfer as proficiency in a set of company-identified managerial skills. Measurement of informal learning is at the crux of research that seeks to link learning outcomes to other indicators of effective performance. The ability to show how informal learning affects managerial proficiency also would help practitioners build a better business case for planning and supporting informal learning. A drawback to the research methodology employed in this study is reliance on self-report, which the authors note but do not fully discuss. Questions also arise about the nature of skills measured and the nature of managerial work in what appears to be a period of transition in the company they examined. I conclude with some thoughts on alternative lenses for considering implications for practice. [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] | ||||||||||