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Management Style (management + style)
Selected AbstractsTraining corporate managers to adopt a more autonomy-supportive motivating style toward employees: an intervention studyINTERNATIONAL JOURNAL OF TRAINING AND DEVELOPMENT, Issue 3 2009Patricia L. Hardré Management style is treated in a variety of ways across the training and development literature. Yet few studies have tested the training-based malleability of management style in a for-profit, authentic work context. The present research tested whether or not training intervention would help managers adopt a more autonomy-supportive motivating style toward employees and whether or not the employees of these managers would, in turn, show greater autonomous motivation and workplace engagement. Using an intervention-based experimental design, 25 managers from a Fortune 500 company received training consistent with self-determination theory on how to support the autonomy of the 169 employees they supervised. Five weeks after the managers in the experimental group participated in the training, they displayed a significantly more autonomy-supportive managerial style than did nontrained managers in a control group. Further, the employees they supervised showed, 5 weeks later, significantly more autonomous motivation and greater workplace engagement than did employees supervised by control-group managers. We discuss the malleability of managers' motivating styles, the benefits to employees when managers become more autonomy supportive, and recommendations for future training interventions and research. [source] Nursing leadership and management effects work environmentsJOURNAL OF NURSING MANAGEMENT, Issue 1 2009ANN MARRINER TOMEY PhD Aim, The aim of this literature search was to identify recent research related to nursing leadership and management effects on work environment using the 14 forces of magnetism. Background, This article gives some historical perspective from the original 1983 American Academy of Nursing study through to the 2002 McClure and Hinshaw update to 2009 publications. Evaluation, Research publications were given a priority for references. Key issues, The 14 forces of magnetism as identified by Unden and Monarch were: ,1. Quality of leadership,, 2. Organizational structure,, 3. Management style,, 4. Personnel policies and programs,, 5. Professional models of care,, 6. Quality of care,, 7 Quality improvement,, 8. Consultation and resources,, 9. Autonomy,, 10. Community and the hospital,, 11. Nurse as teacher,, 12. Image of nursing,, 13. Interdisciplinary relationships, and 14. Professional development,.'. Conclusions, Correlations have been found among positive workplace management initiatives, style of transformational leadership and participative management; patient-to-nurse ratios; education levels of nurses; quality of patient care, patient satisfaction, employee health and well-being programmes; nurse satisfaction and retention of nurses; healthy workplace environments and healthy patients and personnel. Implications for nursing management, This article identifies some of the research that provides evidence for evidence-based nursing management and leadership practice. [source] Anatomy of Failure: Bush's Decision-Making Process and the Iraq WarFOREIGN POLICY ANALYSIS, Issue 3 2009David Mitchell The Bush administration's decision-making process leading to the invasion of Iraq in 2003 has been singled out for its many shortcomings: failure of intelligence; lack of debate concerning options; an insufficient invading force; and poor postwar planning. Contrary to the administration's claim that no one foresaw the difficulties of waging a war in Iraq, many concerns about the challenges the United States would face were raised inside and outside of government. Yet, none of this information had a significant effect on the decision-making process. This paper develops a decision-making model that integrates elements from the individual to the organizational level and explains how important information was marginalized, leading to a poor policy outcome. The model illustrates how the combined effects of the president's formal management style, anticipatory compliance on the part of key players, bureaucratic politics, and the intervening variable of the 9/11 terrorist attacks contributed to a defective decision-making process. [source] Centralizing Advisory Systems: Presidential Influence and the U.S. Foreign Policy Decision-Making ProcessFOREIGN POLICY ANALYSIS, Issue 2 2005David Mitchell This study is motivated by a simple yet vitally important question for an understanding of U.S. foreign policy. Quite simply, how does a president's choice of management style influence the U.S. foreign policy decision-making process and decision outcomes? Presidents play a critical role in the formulation of U.S. foreign policy; however, the presidential studies literature and foreign policy analysis literature arrive at very different conclusions regarding how presidents influence the policy process and both are often inaccurate. This study develops an Advisory Systems Typology to address how presidents influence the decision-making process. In addressing this question, this study overcomes the deficiencies of both the presidential studies and foreign policy analysis literature. Four different types of decision-making processes are produced by a president's choice of advisory structure and level of centralization. In addition, the study identifies "unstructured solutions" that indicate how the presidential advisers and president choose to resolve policy disagreements, thereby providing an indication of the decision outcome. The identified decision-making processes and their associated decision outcomes are explored using four cases of decision making on security policy drawn from the Nixon (Vietnam War), Carter (Strategic Arms Limitation Talks II), Reagan (Strategic Arms Reduction Talks I), and Clinton (Bosnia conflict) administrations. The case studies are constructed using the method of structured,focused comparisons, whereby a set of theoretically based questions and anticipated observations to those questions are made in order to guide the research and allow for comparison of decision making within and between cases. [source] More Powerful Communication: From the Language of Prizes and Praising to the Language of Ongoing RegardGLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 3 2001Robert Kegan The management literature is replete with exhortations to managers to praise good workers. And, while praise may well beat the no-news-is-good-news management style, there is a more effective level of communication. The authors explain and illustrate here the way direct, specific, and nonattributive communications empower both the receiver and the giver. © 2001 by the authors. Reprinted by permission of Jossey-Bass, Inc., a subsidiary of John Wiley & Sons, Inc. [source] Do conflict management styles affect group decision making?HUMAN COMMUNICATION RESEARCH, Issue 4 2000Evidence from a longitudinal field study This study examined the relationship between group conflict management styles and effectiveness of group decision making in 11 ongoing, naturally occurring workgroups from 2 large U.S. organizations. The major postulate of the study was that groups develop norms regarding how they will manage conflicts that carry over to affect other activities, such as decision making, even when these activities do not involve open conflict. To determine the impact of conflict management style on decision effectiveness, a longitudinal design was used that identified conflict management styles in the initial portion of each team's series of meetings and then analyzed a group decision taken in a meeting near the end of that series. Group conflict management styles were determined using observational methods, and decision effectiveness was measured using multiple indices that tapped member, facilitator, and external observer viewpoints. Task complexity also was considered as a possible moderating variable. The findings suggest that groups that developed integrative conflict management styles made more effective decisions than groups that utilized confrontation and avoidance styles. Groups that never developed a stable style were also less effective than groups with integrative styles. [source] Foreign firms in China: modelling HRM in a toy manufacturing corporationHUMAN RESOURCE MANAGEMENT JOURNAL, Issue 3 2004Fang Lee Cooke This article reports the study of a large, wholly foreign-owned toy factory in China. It explores whether foreign direct investment (FDI) manufacturing firms in China inevitably operate in a Taylorist fashion, in contrast to the much praised HR model of blue chip multinational corporations (MNCs) in the country, or whether there is a ,third way' in which good HR practices may be adopted on the ground. The article concludes that a more nuanced approach is needed in our study of FDI companies in order to gain a fuller understanding of the institutional and cultural factors at play and of the consequent diversity in the HR and employment practices of FDI firms, instead of being trapped in a simplistic and polarising typological framework of analysis. This study is necessary in light of the growing diversity in the patterns of FDI companies operating in China in terms of their ownership structure, product market, management style and HR strategy, both for managers and for workers. [source] Introduction of an intensive case management style of delivery for a new mental health serviceINTERNATIONAL JOURNAL OF MENTAL HEALTH NURSING, Issue 3 2006Catherine Hangan ABSTRACT:,Mental health case management emerged in the 1960s in response to the shift in focus from inpatient to community care. Case management per se had been used by other service industries for some time previously, particularly those involved with people with intellectual disability. The term case management describes a range of service approaches and strategies in mental health rather than a single model of care. One method of delivering case management is with an intensive model of care. Intensive case management is differentiated from other forms of case management through factors like a smaller caseload size, team management, outreach emphasis, a decreased brokerage role, and an assertive approach to maintaining contact with clients. Research has demonstrated that case management, in particular, intensive case management, can improve clients' and families' experience of mental health services but only when introduced and used for appropriately targeted client populations and suitably resourced. Determining which model of case management best suits the client population and how to introduce it is a major challenge for any mental health service. With a focus on intensive case management, a review of this process is outlined. [source] Training corporate managers to adopt a more autonomy-supportive motivating style toward employees: an intervention studyINTERNATIONAL JOURNAL OF TRAINING AND DEVELOPMENT, Issue 3 2009Patricia L. Hardré Management style is treated in a variety of ways across the training and development literature. Yet few studies have tested the training-based malleability of management style in a for-profit, authentic work context. The present research tested whether or not training intervention would help managers adopt a more autonomy-supportive motivating style toward employees and whether or not the employees of these managers would, in turn, show greater autonomous motivation and workplace engagement. Using an intervention-based experimental design, 25 managers from a Fortune 500 company received training consistent with self-determination theory on how to support the autonomy of the 169 employees they supervised. Five weeks after the managers in the experimental group participated in the training, they displayed a significantly more autonomy-supportive managerial style than did nontrained managers in a control group. Further, the employees they supervised showed, 5 weeks later, significantly more autonomous motivation and greater workplace engagement than did employees supervised by control-group managers. We discuss the malleability of managers' motivating styles, the benefits to employees when managers become more autonomy supportive, and recommendations for future training interventions and research. [source] Team conflict management and team effectiveness: the effects of task interdependence and team identificationJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 3 2009Anit Somech The present study explores the dynamics of conflict management as a team phenomenon. The study examines how the input variable of task structure (task interdependence) is related to team conflict management style (cooperative versus competitive) and to team performance, and how team identity moderates these relationships. Seventy-seven intact work teams from high-technology companies participated in the study. Results revealed that at high levels of team identity, task interdependence was positively associated with the cooperative style of conflict management, which in turn fostered team performance. Although a negative association was found between competitive style and team performance, this style of team conflict management did not mediate between the interactive effect of task interdependence and team identity on team performance. Copyright © 2008 John Wiley & Sons, Ltd. [source] Explaining Corporate Environmental Performance: How Does Regulation Matter?LAW & SOCIETY REVIEW, Issue 1 2003Robert A. Kagan How and to what extent does regulation matter in shaping corporate behavior? How important is it compared to other incentives and mechanisms of social control, and how does it interact with those mechanisms? How might we explain variation in corporate responses to law and other external pressures? This article addresses these questions through an study of environmental performance in 14 pulp and paper manufacturing mills in Australia, New Zealand, British Columbia, and the states of Washington and Georgia in the United States. Over the last three decades, we find tightening regulatory requirements and intensifying political pressures have brought about large improvements and considerable convergence in environmental performance by pulp manufacturers, most of which have gone "beyond compliance" in several ways. But regulation does not account for remaining differences in environmental performance across facilities. Rather, "social license" pressures (particularly from local communities and environmental activists) and corporate environmental management style prod some firms toward better performance compliance than others. At the same time, economic pressures impose limits on "beyond performance" investments. In producing large gains in environmental performance, however, regulation still matters greatly, but less as a system of hierarchically imposed, uniformly enforced rules than as a coordinative mechanism, routinely interacting with market pressures, local and national environmental activists, and the culture of corporate management in generating environmental improvement while narrowing the spread between corporate leaders and laggards. [source] Lyndon Johnson, Community Action, and Management of the Administrative StatePRESIDENTIAL STUDIES QUARTERLY, Issue 4 2001RICHARD M. FLANAGAN The Community Action Program (CAP) was one of the highest-profile but least successful of President Johnson's Great Society programs. Pluralist and neo-Marxist theories hold that the origins of CAP and the problems that the program encountered were rooted in the politics of interest group and racial conflict, respectively. Drawing on archival evidence, this article turns attention to the important, yet forgotten, administrative dimension of CAP. The decentralized features of CAP were developed as a strategy to manage the federal bureaucracy and avoid conflict with Congress. Ultimately, CAP floundered as the decentralized control of the program freed it from the political control of the White House. The article concludes with a discussion of the problems presidents face in managing the federal bureaucracy and how the development of CAP reflects Johnson's management style in enacting domestic policy goals. [source] Lillian Borrone: Weaving a Web to Revitalize Port Commerce in New York and New JerseyPUBLIC ADMINISTRATION REVIEW, Issue 1 2008Hindy Lauer Schachter In 1988, when Lillian Borrone became the director of the Port Authority of New York and New Jersey's Port Commerce Department, she was the first woman in the world to head a major port. During her 12-year tenure, she revitalized the port's cargo trade. She spearheaded the recovery of a faltering entity through vision, astute marketing, and an inclusive, participatory management style. Her achievements contain valuable lessons for all managers who want to revitalize agency operations. Her career path also serves as a key information source for how women can advance in the male-dominated transportation field. [source] Modelling the origins of managerial ability in agricultural production,AUSTRALIAN JOURNAL OF AGRICULTURAL & RESOURCE ECONOMICS, Issue 3 2009Peter Nuthall The efficiency of production from a farm's land, labour and capital is critically dependent on the ability of the farm manager. Yet, while there are studies correlating a wide range of manager-related variables with returns, and, therefore, probably ability, little understanding of the basic determinants of managerial ability exists. Questions such as ,what is the importance of a farmer's family experiences and training in determining the farmer's managerial ability?' need answering. The solution to this, and other, questions will enable determining ways of improving farmers' inherent ability developed both in early, and later, life. In that most decisions on a farm are made intuitively, in contrast to the use of a formal analysis, improving farmers' inherent ability will have a significant payoff. The research reported here uses data from a large stratified random survey of 740 developed farmers (29 per cent had tertiary education, 30 per cent had 4 or more years secondary education) to create a structural equation model of the determinants of managerial ability. The results suggest that a farmer's exposure to experiences is a significant factor in ability, as is the farmer's management style and the family influence on early life experience. [source] Do conflict management styles affect group decision making?HUMAN COMMUNICATION RESEARCH, Issue 4 2000Evidence from a longitudinal field study This study examined the relationship between group conflict management styles and effectiveness of group decision making in 11 ongoing, naturally occurring workgroups from 2 large U.S. organizations. The major postulate of the study was that groups develop norms regarding how they will manage conflicts that carry over to affect other activities, such as decision making, even when these activities do not involve open conflict. To determine the impact of conflict management style on decision effectiveness, a longitudinal design was used that identified conflict management styles in the initial portion of each team's series of meetings and then analyzed a group decision taken in a meeting near the end of that series. Group conflict management styles were determined using observational methods, and decision effectiveness was measured using multiple indices that tapped member, facilitator, and external observer viewpoints. Task complexity also was considered as a possible moderating variable. The findings suggest that groups that developed integrative conflict management styles made more effective decisions than groups that utilized confrontation and avoidance styles. Groups that never developed a stable style were also less effective than groups with integrative styles. [source] Challenges confronting clinicians in acute careJOURNAL OF NURSING MANAGEMENT, Issue 6 2009VICKI PARKER RN Aim, To engage acute care clinicians in prioritizing professional issues of concern and to help them identify and design change projects. Background, In order to meet and respond to challenges and to ensure safety, efficiency and positive patient and staff outcomes, it is imperative to understand the nature of difficulties faced by health professionals and for clinicians to be included in decision making and change. Method, A three-phase mixed-method design utilizing descriptive and interpretive approaches. Data were collected via survey, focus groups and nominal group workshops. Results, Communication, skill mix and work environments were identified as issues of most concern. Participants were able to identify and prioritize a range of projects to help them better understand and alleviate workplace problems. Conclusion, This study highlights key directions for practice change and confirms previous findings identifying urgent need for research that aims to overcome poor communication and skill shortages. It differs from other studies by providing a platform for participants to design projects leading to solutions and participate in change. Implications for nursing management, Support must be provided for managers in rostering, staffing, and resource procurement and allocation. The results of the present study highlights a need to refocus management styles on staff empowerment, participation and team building. [source] Employee Training in SMEs: Effect of Size and Firm Type,Family and NonfamilyJOURNAL OF SMALL BUSINESS MANAGEMENT, Issue 2 2007Bernice Kotey The study examined the main and interaction effects of size and firm type on a variety of informal and formal training programs in small and medium-sized enterprises (SMEs). Samples of 448 family and 470 nonfamily SMEs were separated into four size groups and differences were assessed using multivariate analyses of variance. The results point to prevalence of informal training for all sizes and an increase in adoption of formal, structured, and development-oriented training with increasing firm size (especially for firms with 20,99 employees). This pattern was evident for nonfamily but not for family firms. For family firms, formal training programs increased significantly during the critical growth phase only (20,49 employees). Gaps in employee training between the two types of firms were greatest at 50,99 employees but narrowed thereafter at 100,199 employees. The approach to employee training in family SMEs is in consonance with their slower growth, informal management styles, limited financial resources, and greater emphasis on efficiency compared with nonfamily SMEs. [source] The Characteristics and Features of SMEs: Favorable or Unfavorable to Logistics Integration?JOURNAL OF SMALL BUSINESS MANAGEMENT, Issue 3 2004René Gélinas For small and medium-sized enterprises (SMEs), logistics integration is one of the most significant challenges of modern management. Growing numbers of SMEs are under pressure from large manufacturing enterprises (LMEs) to change their traditional management styles, both operationally and organizationally, replacing them with integrated systems that help increase the speed and fluidity of physical and information flows, help synchronize demand with supply, and help manage transactions more accurately. The recent literature discusses integrated logistics chain management quite extensively, but most studies address the issue from the standpoint of large firms. Given the importance of SMEs in the economies of industrialized countries, and given, too, that a constantly growing number of such firms will have to replace their management methods by logistically integrated practices, the authors of this study believe that it is important to examine the characteristics and features of SMEs in order to identify those favorable and unfavorable to logistics integration. [source] Relationships among Strategic Capabilities and the Performance of Women-Owned Small VenturesJOURNAL OF SMALL BUSINESS MANAGEMENT, Issue 2 2002Miri Lerner This study of small, life-style ventures owned by women focuses on the strategic, firm-level factors related to business performance. A theoretical model drawing on the resource-based theory is developed and tested empirically. The model includes strategic capabilities, management styles, and their relation to performance. It is tested empirically on a sample of 220 Israeli female business owners. Analysis reveals that life-style venture performance is highly correlated with certain aspects of the business owner's skills as well as the venture&apops;s resources. Paradoxically, the owner/managers in the sample rate their skills and their venture's resources as being weak in precisely those areas that correlate positively with business performance. These findings suggest that performance of life-style ventures owned by women depends more on marketing, financial, and managerial skills than on innovation. [source] Identifying challenges for academic leadership in medical universities in IranMEDICAL EDUCATION, Issue 5 2010Ali Bikmoradi Medical Education 2010: 44: 459,467 Context, The crucial role of academic leadership in the success of higher education institutions is well documented. Medical education in Iran has been integrated into the health care system through a complex organisational change. This has called into question the current academic leadership, making Iranian medical universities and schools a good case for exploring the challenges of academic leadership. Objectives, This study explores the leadership challenges perceived by academic managers in medical schools and universities in Iran. Methods, A qualitative study using 18 face-to-face, in-depth interviews with academic managers in medical universities and at the Ministry of Health and Medical Education in Iran was performed. All interviews were recorded digitally, transcribed verbatim and analysed by qualitative content analysis. Results, The main challenges to academic leadership could be categorised under three themes, each of which included three sub-themes: organisational issues (inefficacy of academic governance; an overly extensive set of missions and responsibilities; concerns about the selection of managers); managerial issues (management styles; mismatch between authority and responsibilities; leadership capabilities), and organisational culture (tendency towards governmental management; a boss-centred culture; low motivation). Conclusions, This study emphasises the need for academic leadership development in Iranian medical schools and universities. The ability of Iranian universities to grow and thrive will depend ultimately upon the application of leadership skills. Thus, it is necessary to better designate authorities, roles of academic staff and leaders at governance. [source] Organization and Management in the Third Sector: Toward a Cross-Cultural Research AgendaNONPROFIT MANAGEMENT & LEADERSHIP, Issue 1 2002David Lewis Third sector organizations in the industrialized and the developing world,and particularly the subset of third sector organizations known as development nongovernmental organizations (NGOs),are becoming more culturally diverse in internal staff composition, management styles, and working environments. Although cultural issues have been largely absent from the nonprofit and the NGO research literatures, the organizational implications of societal culture and organizational culture are widely debated within other research fields. This article proposes a closer engagement between third sector management research and the wider study of cross-cultural organizational issues within anthropology, development studies, and management theory. It argues that such an exchange is necessary if third sector organizational research agendas are to include changing organizational landscapes effectively, and the article concludes with some ideas for future research. [source] Relationships among conflict, conflict management, job satisfaction, intent to stay, and turnover of professional nurses in Thailand*NURSING & HEALTH SCIENCES, Issue 1 2000DSN , Wipada Kunaviktikul RN Abstract This study was conducted to describe level of conflict, conflict management styles, level of job satisfaction, and intent to stay, and to ascertain relationships among conflict, conflict management styles, level of job satisfaction, intent to stay, and turnover of professional nurses in Thailand. The sample was 354 professional nurses employed in four regional hospitals in Thailand. The findings showed that the overall level of conflict was at a moderate level. The majority of subjects used accommodation most frequently to manage conflict. Subjects were dissatisfied with pay but were neither satisfied nor dissatisfied with work, supervision, opportunities for promotion, co-workers and the job in general facets of job satisfaction. Most subjects had a high intent to stay in their present jobs for 1 year (97.1%) but intent to stay for the next 5 years decreased (78.5%). The result showed some relationships among these variables, but no relationship between intent to stay and turnover of professional nurses. [source] | ||||||||||||||||