Home About us Contact
|
Home About us Contact | ||
|
|
||
Organizational Needs (organizational + need)
Selected AbstractsThe development of nurses as managers: the prevalence of the self-development routeJOURNAL OF NURSING MANAGEMENT, Issue 4 2000D. Foster PHD Aim This article identifies ways in which hospital sisters and charge nurses (ward managers) are developed as managers in one London teaching hospital.Context Ward managers are practising in the context of increasing management responsibility in which decision-making is being driven to occur as close to the patient as possible. Decision-making about the management development opportunities for ward managers rests with senior nurse managers who have espoused their own preferences about the styles of management development open to ward managers. Methods For this small-scale exploratory-descriptive study, qualitative research methods were used with a postal self-completed questionnaire followed by a focus group. The target population was a group of 22 senior nurse managers. There was a questionnaire response rate of 68% (n=15 respondents, four of whom participated in the focus group). Findings The research exposed and substantiated four styles of management development. The organizational prevalence of these styles and the ward managers' preference for each style were also ascertained. The most prevalent style was the one for which there was the least preference. Conclusions The findings indicated that there was a general mismatch between the style of management development prevalent in the organization and the style of management development preferred by the subjects. This left the ward managers generally to follow an unstructured self-development route. The use of a theoretical framework, expressed as a Reluctance-Readiness to Manage Continuum, is suggested to harness the propensity to self-develop and to link it with the organizational need to develop nurses as managers through the paradox of structuring self-development. [source] Conflict management in buyer-seller relationshipsCONFLICT RESOLUTION QUARTERLY, Issue 3 2010Lionel Bobot Given differing organizational needs and goals, underlying conflicts and tensions are an inherent part of buyer-seller relationships. This research presents and tests a conceptual framework examining the effect of the type of conflict (dysfunctional and functional) in the relationship, the conflict management approaches used by the salesperson, and the subsequent quality of the buyer-seller relationship. The framework is tested using surveys completed by 109 salespeople. The findings of this study are relevant to marketing practitioners and managers, particularly salespeople, sales managers, and purchasing managers. First, the most straightforward and obvious finding is that dysfunctional conflict is detrimental to relationship quality. Conversely, functional conflict showed no significant association with either trust or satisfaction. The only conflict management strategy that had a significant association with both functional and dysfunctional conflicts in this study was the confronting strategy. [source] IMI's Aspire program feeds its senior leader pipeline through self-nominationsGLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 5 2009Victoria Stage Self-nominations, combined with sophisticated assessment and selection tools, have produced a more diverse pool of highly qualified talent that IMI, a worldwide engineering company, is now grooming for its top 40 senior leadership roles. A three-step nomination and selection process for the enterprise-level Aspire program includes 360-degree-type performance assessments; online testing of potential that measures foundational capabilities and predispositions as well as accelerators in order to assign a norm-based percentile standing; and an assessment center with simulations for gauging readiness for senior leadership roles. Those selected as Aspire participants are afforded a range of activities, geared to individual and organizational needs, that include training/education, on-the-job and business-driven development, and relationship-driven development. © 2009 Wiley Periodicals, Inc. [source] Identifying, Enabling and Managing Dynamic Capabilities in the Public Sector*JOURNAL OF MANAGEMENT STUDIES, Issue 5 2007Amy L. Pablo abstract In this paper, we examine how a public sector organization developed a new strategic approach based on the identification and use of an internal dynamic capability (learning through experimenting). In response to the need for continual performance improvement in spite of reduced financial resources, this organization engaged in three overlapping phases as they shifted to this strategic approach. First, managers identified appropriate latent dynamic capabilities. Next, they used their leadership skills and built on established levels of trust to enable the use of these dynamic capabilities. Finally, they managed the tension between unrestricted development of local initiatives and organizational needs for guidance and control. [source] Gaining and Losing Pieces of the Supply ChainJOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 1 2003P. Fraser Johnson SUMMARY This research focused on changes in supply chain responsibilities. The primary research question was: What are the reasons (drivers) for major changes in supply chain responsibilities? Over 200 such changes, comprising 158 additions and 44 deletions, were documented in the research. The findings are based on 10 case studies in large multi-business unit companies, seven head quartered in the United States and three in Europe, representing a variety of industries. Findings indicated three drivers of change for supply chain responsibilities. The chief purchasing officer and his or her staff members had a great deal of influence, particularly in additions to category 1 (acquisition of specific organizational needs) and category 2 (activities within the total supply chain). [source] | ||||||||||