by Chan, Yee-tim, Ivor. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1992. / Includes bibliographical references (leaves 57-60). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iv / LIST OF TABLES --- p.vi / ACKNOWLEDGEMENTS --- p.vii / Chapter / Chapter I. --- INTRODUCTION --- p.1 / People as a Strategic Resource --- p.1 / Management Practices --- p.1 / Cultural Elements in Forming Strategies --- p.2 / Hong Kong as a Cultural-Mixed Society --- p.3 / Objectives of the Study --- p.4 / Chapter II. --- THEORETICAL FRAMEWORK OF ANALYSIS --- p.6 / Managerial Activities --- p.6 / Prioritising Activities --- p.7 / Theories of Managerial Functions --- p.8 / Theories of Managerial Roles --- p.9 / Corporate Culture --- p.13 / Definition of Culture --- p.13 / Elements of Organisational Culture --- p.14 / Framework of the Study --- p.15 / Chapter III. --- METHODOLOGY --- p.17 / The Sample --- p.17 / The Instrument Used --- p.18 / Variables --- p.21 / Measurement --- p.21 / Analysis --- p.21 / Chapter IV. --- RESULTS --- p.23 / Managerial Activities --- p.23 / The Male and Female Managers' Perception of the Relative Importance of Various Activities --- p.27 / Senior and Middle Managers' Perception of the Relative Importance of Various Roles --- p.30 / Managerial Roles --- p.33 / Management Practices --- p.36 / Statistical Testing --- p.44 / Chapter V. --- DISCUSSION AND CONCLUSION --- p.45 / Managerial Activities in Hong Kong --- p.45 / Management Practices --- p.47 / Conclusions --- p.50 / APPENDICES --- p.53 / Chapter I --- DISTRIBUTION OF QUESTIONNAIRES --- p.53 / Chapter II --- RANK CORRELATION COEFFICIENT --- p.54 / Chapter III --- F - TEST FOR THE TESTING OF DIFFERENCES OF MEAN SCORES OF MANAGEMENT PRACTICES EXISTING IN ORGANISATIONS IN HONG KONG --- p.56 / BIBLIOGRAPHY --- p.57

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Research report presented to the Unisa School of Business Leadership / The results of the study show that as posited in the research statement, media spend is positive in relation to both the direct and indirect business cycles variables. This pattern of increased media spend is only maintained during the up-phases of the business cycle, but tends to level off during the down-phases.

The level of human capital development depends upon the quality of education and training which in many developing countries is low. In addition, the quality of human skills and knowledge is one of the key determinants of inward foreign direct investment (IFDI) in to developing countries. Literature witnessed the knowledge and skills gaps despite substantial investment in the education, training and human capital development. IFDI could fill the knowledge and skills gap in host developing countries. The aim of this research is to examine the impact of IFDI on human capital development in developing countries through FMNE subsidiaries' human resource development and training programmes on local managers' knowledge and skills development and the resultant impacts on local organisations and thereby on local human capital development. Qualitative methodology applied to analyse semistructured interviews with a convenience sample of 24 managers working in FMNE subsidiaries and local organisations in the Kingdom of Saudi Arabia (KSA). Findings showed that FMNE subsidiaries consider the development of knowledge, skills and abilities of the local managers as a strategic investment. Consequently, short and long training and development (T&D) programmes for local managers are provided both locally and overseas. FMNE subsidiaries trained local managers move from FMNE subsidiaries to local organisations for financial benefits, career progression and other reasons such as higher authority, balance between work and family, favourable location, avoiding work pressure and job security and stability. The mobility of FMNE subsidiaries trained local managers to local organisations leads to human skills and knowledge spillovers such as transfer of knowledge and skills, advancement of professional capabilities, improvement in work behaviours and development of intrapreneurial skills. These spillovers result in upgrading of management skills, availability of intrapreneurial skills, changes in work behaviour and ethics and improvement in capabilities and performance in local organisations. IFDI by FMNE subsidiaries thus leads to positive impacts on the local human capital development such as development of local knowledge and skills, leadership, professional capabilities and competencies in host developing countries. This study provides evidence that IFDI has positive contributions in local human capital development in host developing countries. Natural resource rich countries like the KSA should focus on good IFDI that not only exploits the natural resources but also contributes to local human capital development.

Since the 1970s women have clearly made great advances toward equality in education and in the resultant employment opportunities afforded by an excellent education. Today women are graduating from universities at a rate unparalleled in history (Mitchell 2012:56; Townsend & Twombly 2007:208), and are also entering management positions at a greater rate than we have ever seen (Cejda 2008:172). While the rate of women university graduates taking up entry level management positions is almost on a par with men (Bosak & Sczesny 2011:254), the rate of women professionals who move into senior management positions decreases as the position becomes more senior until, at the highest level management positions, women hold only between 3% and 5% of the top posts. (Mitchell 2012:56). Through the analysis of in depth interviews of women holding higher level management positions (including President, Chancellor, or Vice Chancellor,) at universities in four different English speaking countries, the study sought to investigate the reasons why there are so few women found in top management positions in universities. The results of the study indicate that the factors having the greatest effect on the success of women managers at university are those of identity; being able to overcome academic bullying in the workplace; having key support at critical times, especially from a spouse or from family; and developing the strategies to overcome career obstacles through the use of metacognition. The study also found that informal, multiple, mixed gender mentoring was the most effective type of mentoring for women. As a result of the study findings, new theory is proposed for advancement of women managers that offers the concept of identity as a lynchpin factor. Identity develops concurrently with sets of personal and management skills that are interwoven into the experiences of women as they work in management.

Thesis (MBA) --University of Limpopo, 2017 / Middle management at Shoprite faced challenges and their role is diverse and they lack strategies to cope with challenges within the organisation.Middle managers, in trying to balance the needs of senior and junior managers, often feel like ‘piggy-inthe- middle’, with potential for conflict and tension (McConville, 2006; Floyd and Wooldridge, 1992). A lack of leadership from senior management may compromise middle managers’ ability to take a professional approach to managing their area. Middle managers in Shoprite say that they want to be more professional Burgess, (2011)but are being inhibited by the lack of support and awareness from senior managers, with a negative impact on their motivation and their job satisfaction. In addition lack of middle manager’s involvement in decision making and strategy formulation. Middle managers become reluctant to change due to lack of communication on strategy alteration. This study intends to investigate the challenges faced by middle management at Shoprite Holdings Limited in Limpopo Province. The findings of the study show that the roles are challenging and varied, strategy implementation is a major challenge and support for middle managers is generally insufficient. Middle managers require support in induction into the middle management role and ongoing mentoring and appraisal. The little studies have been conducted about the challenges faced by middle management from different perspectives and organisations. Finally, further research into the challenges faced by middle management at Shoprite Holdings Ltd is required as it could either endorse or challenge the findings of this study and might also inform Top management about the Challenges faced by middle management and prompt an evaluation of the existing role, challenges and needs. Key words; Middle management

Thesis (MSc (Physiotherapy))--University of Limpopo (Medunsa Campus), 2009. / Background information of the study: Physiotherapists play an important role in soccer teams. This role includes prevention of injury, treatment, education, and exercises. There is a dearth of information in some areas on the part of sports managers on the role of the physiotherapist in a team. Purpose: The purpose of this study was to establish the knowledge of South African team managers on the role of the physiotherapist in the Premier Soccer League (PSL) teams. Objectives: The objectives of this study were to establish team managers’ knowledge of the role of physiotherapists in the prevention and treatment of soccer injuries and evaluate their knowledge of the injuries managed by physiotherapists. Setting: PSL teams in South Africa Design: A descriptive survey design with a close-ended questionnaire was used in this study. Methodology: A quantitative research approach was employed in this study. Descriptive statistics were used to analyze the data set and a rating scale was used to determine the knowledge of team managers. Results: Out of the 16 teams in the PLS, 13 team managers participated in the study and their average knowledge was 79%. Five (38%) had administrative qualifications while eight (62%) did not include their qualifications. All 13 respondents indicated that warm up, cool down and stretching reduces the risk of injuries. Eleven (77%) reported that prophylactic strapping reduces risk of injuries. All participants agreed that physiotherapeutic treatment includes massage, electric machines and ice. They also mentioned that exercises can be done by the physiotherapist, though only three (23%) believed that the physiotherapist could conduct physical training. Conclusion: This study revealed that team managers have good knowledge of the role of the physiotherapist in soccer, with regard to prevention and treatment of injuries in sport.

The aim of this study was to construct a theory for women's managerial career development that explained how women in health care services and health science faculties achieved senior management positions and developed their careers. It sought to discover the main barriers to career progress and achievement of senior level positions by women in health related organisations and to identify how women managers dealt with obstacles. In-depth interviews with 35 women managers in senior positions in 19 different organisations from three different cultural regions formed the major data source; observations, field notes, personal and operational journals, documents, and literature supplemented this data.This research was conducted in two phases. In phase one a descriptive approach was used to develop propositions about women managers and their careers. These propositions formed the guidelines for phase two. The second phase used grounded theory methods, incorporating feminist and interpretative perspectives to identify the previously inarticulated core problem shared by participants. The barriers that women encountered were the contradictory, inconsistent and incompatible assumptions about their potential to have long term careers and ability to move into senior level management positions.These assumptions had been received during their life and educational experiences, as well as from their organisations. The gendered context of health care organisations and university educational institutions contributed to the limited career aspirations and career progress of women with health professional qualifications. By applying grounded theory strategies for analysis of the data, it was discovered that the women managers dealt with this problem through a core process, labelled metamorphosis, a four stage process for overcoming assumptions. This core variable was the way these women ++ / managers moved from managing without confidence to managing with confidence and assurance.This process occurred over time having four stages, each involving different activities and strategies. The progressive spiral stages were: being in a quandary (struggling with incompatible and contradictory assumptions); observing, examining and reflecting (on the impact of internal and external assumptions on their behaviour in organisational contexts, then realising that opportunities existed); learning and reframing (the managerial skills in order to re-frame their assumptions about the traditional characteristics of a manager); and finally change and transformation into being confident managers, so developing women's presence in management.The findings generated a theory which proposed a managerial career development model for enabling women to manage with confidence and assurance. The outcome was a theoretical model which recognised the dynamic interaction between contexts (professional, organisational, political, economic, cultural, and research); a picture of women managers (personal beliefs, skills, characteristics, attributes of life long learning, relationship between life and career roles, and ways of changing contexts); and the inner energy force creating women's presence in health related organisations (core process and power of their metamorphosis).Contributing to the development of this theory of metamorphosis was the recognition that being and doing research with women involved valuing the personal learning process. This thread has been integrated into the research fabric to strengthen the reflective and personal experiences of research. Using and valuing women's stories enabled their voices and visibility to be taken out of the shadows and demonstrated that they can be pioneers in their own lives. The sense of collaboration in research, education, and community ++ / healing will gain from encouraging women to aspire to leadership and management positions.

Although adjusting to a foreign culture is not easy, being immersed in another culture is an experience lived by a growing number of persons in the globalized world. For expatriate managers, successful adjustment is imperative and fundamental in establishing overall effectiveness during overseas assignments. It is intriguing that organizations often blame the individual when expatriate assignments fail (Deresky 2002; Hodgetts and Luthans 2000; Swaak 1995a; Tung 1987) rather than recognizing that others may lack understanding of what it is like to be immersed in another culture. A study of Canadian expatriate managers who have worked in non-government organizations (NGOs) in Indonesia is presented. The research focuses on interpreting the lived experience of expatriate managers using their own words and meanings. Written descriptions from research participants were obtained via email and analysed/synthesized using Giorgi's descriptive phenomenological method (Giorgi 1975; 1985; Giorgi & Giorgi 2003). The central finding of the study is that expatriates experience paradoxical ways of being including feelings of: understanding/not understanding, discomfort/comfort, powerfulness/powerlessness, belonging/not belonging, being open to the new culture/yet holding on to own culture, freedom/restriction, being supported/not supported, and being unchanged/changed when immersed, living and working in another culture. The new knowledge and understanding obtained from this research may result in alterations to present human resource management practices and strategies utilized in facilitating and supporting expatriate assignments. These changes will enhance the experience for expatriate managers and organizations alike.

The advent of the Internet and the World Wide Web has been instrumental in bringing about the growth in the implementation of web-based information systems (WBIS). Such systems are designed with the aim of improving productivity, data accuracy, and the reduction of paperwork and administrative overheads. Moreover, unlike their conventional non-web-based predecessors, the WBIS are commonly aimed at users who are casual and untrained, geographically distributed and non-homogenous. The dissemination of WBIS necessitates additional infrastructure support in the form of a security system, workflow and transaction management, and web administration. WBIS are commonly developed using an evolutionary approach, whereby the version of the application, acquired from the vendor, is first deployed as a pilot, in order to gather feedback from the target users before the evolutionary cycles commence. While a number of web development methodologies have been proposed by existing research, there is a dearth of empirical evidence that elucidates the experiences of project initiators in pursuing the evolution of web services, a process that undoubtedly involves dealing with stakeholder issues. This research project presents a phenomenological investigation of the experiences of project managers with the implementation of web-based employee service systems (ESS), a domain that has witnessed a sharp growth in Australia in recent times. However, the project managers’ rich, multidimensional account of their experiences with the implementation of ESS revealed the social obstacles and fragility of intra-organizational relationships that demanded a cautious and tactful approach. Thus, the study provides a socio-organizational perspective to web projects in contrast to the functionalist paradigm of current web development methodologies. The research also confirms that consideration of the concerns of stakeholders by project managers is crucial to the successive cycles of ESS evolution. Project managers address stakeholder concerns by pursuing actions that are aimed at encouraging ESS usage, but at the same time, such actions can have consequences necessitating subsequent iterations of system enhancement and improvement. Finally, the research also discovered that despite the different socio-political climate prevalent in various organizations, in which ESS are being implemented, the experiences of project managers in dealing with stakeholder concerns can be captured and independently confirmed in terms of their perceived relevance and usefulness in problem-solving within the application domain.