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Managerial Effectiveness (managerial + effectiveness)

Distribution by Scientific Domains
Business, Economics, Finance and Accounting75%

Selected Abstracts

The Role of Formal Education, Technical and Management Training on Information Systems (IS) Managers' Managerial Effectiveness as Perceived by Their Subordinates

PERFORMANCE IMPROVEMENT QUARTERLY, Issue 1 2007
Jerry Ligon
This study examined the relationship between Information Systems (IS) managers' formal education, level of technical and managerial training and their managerial effectiveness as perceived by their subordinates. The study finds that there is a strong positive relationship between the amount of technical training IS managers have received and their managerial effectiveness as perceived by their subordinates. There is also a significant relationship between IS managers' level of managerial training and their subordinates' perception of their managerial effectiveness. The managers' level of formal education was not found to have a significant relationship to the subordinates' perceived level of (their) managerial effectiveness. Finally, a regression model has been proposed to measure Information System managers'managerial effectiveness. [source]

Networking characteristics of African-American managers: empirical validation and training applications

INTERNATIONAL JOURNAL OF TRAINING AND DEVELOPMENT, Issue 4 2000
Stéphane Brutus
This article describes the impact of informal networks on managerial effectiveness in general and, more specifically, for that of African-American managers. Previous research has demonstrated that network characteristics conducive to increased performance for African-Americans differed significantly from those of white managers (e.g. Ibarra, 1995). These results are further validated in this study through the use of a different performance measure. Networking characteristics and multi-raters' performance information were collected from 185 managers. Results show that high performing African-American managers possess informal networks composed of a higher proportion of other African-Americans than their low performing counterparts. The reverse trend was found for white managers. A description of a training module based on these results is offered. [source]

Guanxi Management in Lean Production System,An Empirical Study of Taiwan-Japanese Firms

AMERICAN JOURNAL OF ECONOMICS AND SOCIOLOGY, Issue 3 2010
Article first published online: 24 JUN 2010, Meiling Wong
While the emphasis in the West is on "what you know" refers to technological expertise, including the price and quality of tendered product or service, the emphasis in Confucian societies is on "who you know," which refers to personal connections with the appropriate authorities or individuals. These connections are known in Chinese as guanxi, on which as the basis Chinese exchange a lifetime of favors, resources, and business leverage. This study seeks to study guanxi mechanism, the unique Chinese social-cultural element and its impact on the managerial effectiveness of Taiwanese firms with lean implementation in practice, and an empirical study is constructed to verify our proposal. Results suggest that guanxi and its networks function as the lubrication that eases interpersonal conflicts and as the buffer in solving problems, which in turn upgrades the cooperative efficiency both inter- and intragroups. This article provides an inner view of cultural value, which offers insights that should prove helpful to academics in management and related disciplines as well as to practitioners engaged in Chinese production management. [source]

The Role of Formal Education, Technical and Management Training on Information Systems (IS) Managers' Managerial Effectiveness as Perceived by Their Subordinates

PERFORMANCE IMPROVEMENT QUARTERLY, Issue 1 2007
Jerry Ligon
This study examined the relationship between Information Systems (IS) managers' formal education, level of technical and managerial training and their managerial effectiveness as perceived by their subordinates. The study finds that there is a strong positive relationship between the amount of technical training IS managers have received and their managerial effectiveness as perceived by their subordinates. There is also a significant relationship between IS managers' level of managerial training and their subordinates' perception of their managerial effectiveness. The managers' level of formal education was not found to have a significant relationship to the subordinates' perceived level of (their) managerial effectiveness. Finally, a regression model has been proposed to measure Information System managers'managerial effectiveness. [source]