Home About us Contact
|
Home About us Contact | ||
|
|
||
Management Professionals (management + professional)
Selected AbstractsDISCIPLINING THE PROFESSIONAL: THE CASE OF PROJECT MANAGEMENT*JOURNAL OF MANAGEMENT STUDIES, Issue 6 2002DAMIAN HODGSON Despite its rapid growth in recent years, Project Management has received very little critical attention, particularly when compared to the more ,hyped' managerial fashions such as TQM (cf. Wilkinson and Willmott, 1995) and BPR (cf. Grey and Mitev, 1995; Grint, 1994). My intention in this paper is to critically examine the ongoing construction of Project Management as a professional discipline in modern organizations. Drawing on an understanding of ,discipline' based in Foucauldian work, I will briefly trace the historical construction of Project Management as a form of managerial knowledge, outlining the key models and techniques which make up contemporary Project Management. Through an empirical study of the articulation and reproduction of Project Management within two Financial Services institutions, the everyday construction of Project Management as an ,objective' and ,abstract' body of knowledge will be described. I then contrast this with the embodied and power-laden operation of Project Management, with disciplinary effects not only on those employees whose work is restructured in line with Project Management principles but equally upon self-professed Project Management professionals themselves. [source] Effective in-service education requires more than subject expertiseJOURNAL OF HEALTHCARE RISK MANAGEMENT, Issue 3 2010CPHRM, Krishna Lynch RN Several formal roles within the field of human performance and training are specifically responsible for ensuring that programs are designed and developed for maximum impact. Data show that education and training are essential functions of healthcare risk management professionals. For this, healthcare risk management professionals can maximize their training efforts by partnering with an instructional designer or developer to create a training program that promotes safe and trusted healthcare. [source] A page turner for risk management professionals.JOURNAL OF HEALTHCARE RISK MANAGEMENT, Issue 1 2006What Is Life Worth? No abstract is available for this article. [source] MPP programs emerging around the world19JOURNAL OF POLICY ANALYSIS AND MANAGEMENT, Issue 1 2008Iris Geva-May This paper examines public policy and management programs in Canada, Europe, Australia, and New Zealand, and makes comparisons with similar programs in the United States. Our study of public policy programs shows that there are many challenges ahead in terms of making good decisions on the form and content of programs that will add value to governments and citizens. Appropriate choices in terms of program design and pedagogy will reflect different economic, social, environmental, and cultural influences and will be shaped by history, values, and the roles of public policy and management professionals within a particular governmental context. [source] Managerial Perceptions of Supply RiskJOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 1 2003George A. Zsidisin SUMMARY There has been a growing emphasis in business on outsourcing production activities and focusing on core competencies. The decision to outsource the production of goods and services, however, has inherent risk. The purposes of this article are to describe characteristics of inbound supply that affect managerial perceptions of supply risk and to create a classification of those supply risk sources. An analysis of case study data suggests that supply risk is perceived by the effect that purchased items and services have on corporate profitability, market factors, and supplier characteristics. By understanding the characteristics of supply risk, supply management professionals can implement strategies for better managing that risk. [source] The correlates and influences of career-related continuous learning: Implications for management professionalsPERFORMANCE IMPROVEMENT QUARTERLY, Issue 4 2010Kevin D. Kuznia Management personnel are increasingly aware that career success depends on the ability to continuously learn and adapt to the environment. However, scant attention has been paid to how learning activities contribute to managerial success. This study examines the degree to which involvement in career-related continuous learning affects managerial career success. Career success as defined in this study comprises both objective (ascendancy) and subjective (organizational commitment, professional commitment, career satisfaction) elements. Five hypotheses are tested using linear regression modeling. Results indicate that as individuals increase participation in career-related continuous learning, their managerial career success increases as well. [source] | ||||||||||