Lau Wing Man. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2005. / Includes bibliographical references (leaves 47-57). / Abstract in English and Chinese. / ABSTRACT --- p.1 / 摘要 --- p.2 / ACKNOWLEDGEMENT --- p.3 / Chapter CHAPTER 1. --- INTRODUCTION --- p.6 / Management Development (MD) in Asia --- p.6 / Human Resources Management (HRM) and Organizational Performance --- p.7 / Management Development - A Key Component of HRM --- p.8 / The Concept of Management Development --- p.9 / Relationship between Management Development and Performance --- p.9 / The Importance of Aligning Human Resources Strategies with Business Strategies --- p.10 / The Role of Perception in Moderating the MD-Performance Linkage --- p.12 / Discrepancy in Perception between Human Resources Managers (HR) and Line Managers (LM) --- p.14 / Key MD Aspects: MD Ethos and MD Systems --- p.15 / The Hypothesized Model --- p.17 / Consistent vs Inconsistent Groups --- p.19 / Significance of the Present Study --- p.21 / Chapter CHAPTER 2. --- METHOD --- p.23 / Participants --- p.23 / Procedures --- p.23 / Measures --- p.24 / Data Analyses --- p.26 / Chapter CHAPTER 3. --- RESULTS --- p.29 / "Descriptive Statistics, T-test Statistics and Correlations between Key Variables" --- p.29 / Multisample Analysis of the Hypothesized Path Model --- p.32 / Chapter CHAPTER 4. --- DISCUSSION --- p.37 / Discussion on Key Findings --- p.37 / The Importance of Strategic Alignment --- p.37 / Discrepancy in Perception between HR and LM --- p.37 / "The Importance of Managers' Perception of MD Systems in Collectivistic, Tight Cultures" --- p.38 / Uniqueness of the HL Group --- p.41 / HL Group vs LH Group --- p.41 / HL Group vs HH Group --- p.42 / Theoretical and Practical Implications --- p.43 / Theoretical Implications --- p.43 / Practical Implications --- p.44 / Limitations and Further Studies --- p.45 / REFERENCES --- p.47 / APPENDIX A --- p.58

This research is an analysis of one month of daily occupations of three company Presidents continously observed with a participant-observer methodology. Following Levinson’s (1972) and Kets de Vries1 (1980) studies we are using a clinical approach. Also following Freud (1926a), Geertz (1973) and Kets de Vries (1984a), interpretation is central to the analysis: transference and countertransference reactions are used both to collect and to interpret the data. Using empirically Andrews1 approach (revised 1980) to Business Policy, we classify in in three classes, environmental, organizational and personal the daily occupations of the Presidents. The list of preoccupations cannot easily be classified under the same model: analysis reveals that they rather should be used as a Royal Path to interpret the occupations. The three Presidents manage with a different style: one behaves as a controller, megalomaniac and eclectic, the second as a coordinator, autocratic and performer and the third as a producer, radar and innovator. All are driven by a Magnificient Obsession, autonomy, money or quality that produces a strategic core “in their daily occupations. If strategies remain emergent, strategic management is opportunistic while strategic thinking is deliberate. The three realized observations suggest that the preoccupations generate the occupations: a well articulated strategic thought directly influences the quality of daily strategic actions. / Cette recherche analyse la gestion quotidienne de trois presidents observes continuellement durant un mois chacun, selon la methodologie de lfobservation-participante. Suite aux recherches de Levinson (1972) et de Kets *?.e Vries (1980), l’approche privilegiee est clinique. La demarche est interpretative et se situe dans le courant des travaux de Freud (1926a), Geertz (1973) et Kets de Vries (1984a): les reactions de transfert et de contre-transfert sont utilisees comme outils de cueillette et dfinterpretation. Les actions quotidiennes des presidents sont analysees a l!aide du modele de Politiques Generales propose par Andrews (revise 1980). L’utilisation empirique de ses reflexions nous mene a classer leurs occupations en trois grandes categories: 1fenvironnement, 1’organisation et la personne du president. La liste des preoccupations recueillies se prete difficilement au meme classement: de nature latente, les preoccupations s’averent une Voie Royale dfinterpretation des occupations. [...]

Thesis (Ph.D.) -- University of Western Sydney, 2004. / Includes bibliography.

Managers in social care are being relied upon to lead and implement substantial change within the sector. Yet the prevailing view is that the pressure being put on managers by managerialism and the increase in the business aspects of their role is in conflict with social care managers’ values, causing concern and challenging managers’ identity. Additionally, managers in social care are presented as being part of the same homogenous group as social work managers, a potential misrepresentation, which again has consequences for how managers identify with their role. This study aimed to explore and explain how social care managers are experiencing their manager identity and how they categorise themselves from a group perspective. This research was undertaken using a critical realist philosophical approach. The key theoretical framework used is social identity theory. The study findings have achieved the overall aim of the research, establishing that social care managers appear not to be experiencing any conflict in their identities, that managerialism is accepted by managers and seen to be necessary, and that managers’ values, formed in childhood, are a key aspect of how they undertake their managerial role. In addition, social care managers are not the same as social work managers, their social identity is a synthesis of the multiple groups they are members of with the dominant group being social care, because of this they cannot be viewed as being within the same homogenous group. Neither is the social care manager role distinctive from manager roles in other sectors, however how they undertake the role is. The significance of the study is the contribution to both the existing social care literature and the literature on social identity theory.

No description available.

With an average employee turnover rate of nearly 250% in the food service industry, operators agree that this problem is probably the most pervasive in the industry. An estimation of seven to ten percent of revenue is spent on turnover. This study addresses an approach to diminish this figure by enhancing employee job satisfaction which the literature reveals is a precursor to the decision or intent to leave. One of the major influences of satisfaction is the quality of the manager/subordinate relationship. Therefore, the current research investigates the potential of managerial behavioral characteristics and their effects on subordinate job satisfaction. Through a set of three surveys, respondents were asked to identify how important 77 behaviors were to them in their manager, their personal level of job satisfaction and the level of competency their immediate supervisor displays on the importance behaviors. Through correlation analysis 51 behaviors were identified as having significant relationships to the composite job satisfaction score. Seventeen variables saw higher correlation values for respondents who indicated the behavior is "Very Important" to them in a manager they work for. This supports one of the hypotheses which states that the level of importance an employee designates to a particular behavior influences whether or not the level of competency can affect job satisfaction. The results of this study can be immediately operationalized through training and development programs provided to managers. By increasing the level of satisfaction through these programs, management could transfer turnover dollars into profit dollars, an advantage to any organization. / Master of Science

Thesis (MA (Psychology))--University of Stellenbosch, 2006. / The aim of this thesis is an exploratory study into the role of emotional intelligence and executive derailment, and on whether the factors of derailment are predictable and surmountable. The study focuses on the role of emotional intelligence and whether the four constructs of emotional intelligence are predictors of derailment. This study also aims to establish whether it is possible to identify potential derailment candidates. The study will also try to establish whether the use of the Occupational Personality Questionnaire 32 Ipsative (OPQ32i), will enable organizations to identify possible derailment easier. This study is an attempt to describe the different components of emotional intelligence. The results of this study indicate that the OPQ32i-measurement instrument is an aid to organisations to proactively measure whether or not their executives are possible candidates for derailment. The results further reveal that the OPQ32i measures those competencies, if any, that may need some attention as to prevent the probability that a candidate may become derailed.

Thesis (doctoral)--Fernuniversität, Hagen. / Includes bibliographical references (p. [154]-165).

This study was designed to determine whether participation in an eight hour training program based on Adlerian theoretical principles would influence managerial attitudes. The effects of the training curriculum on three attitudinal dimensions were investigated: leadership style, acceptance of self and others and level of dogmatism. It was hypothesized that Adlerian training would increase the development of managerial human relations competence. Eighty-one managers participated in the study. The experimental group, comprised of 40 line managers, received eight hours of Adlerian training conducted in two one-half day sessions. The training was both didactic and experiential in content and contained modules on lifestyles/management styles, conflict resolution, effective communication strategies and understanding personality dynamics. The control group, comprised of 41 managers, did not receive training but participated in the pre-testing and post-testing process. Managers completed The Leadership Opinion Questionnaire, The Acceptance of Self and Others Questionnaire, and The Rokeach Dogmatism Scale, prior to the first training session and again two weeks after the final training session. A one-way analysis of covariance revealed a significant difference between the experimental and control groups on both the Consideration and Structure dimensions of the Leadership Opinion Questionnaire. This suggests that managers in the experimental group demonstrated a more participative and less authoritarian management style two weeks after training was completed. No significant differences were found between the two groups on managers' level of dogmatism or acceptance of self and others.

Globalisation had a major impact on the way organisations operate. Access to information and innovative technology connote that organisational leaders need to make timely decisions while considering a range of rapidly changing variables. Leaders of global organisations need to make sense of complex information and anticipate the long-term outcomes of making different decisions. This requires highly developed cognitive skills. However, these are not the only factors influencing strategic decisions. Value systems also affect the choices organisational leaders make. Limited existing research has investigated the relationship between values and cognition within organisational leadership. The aim of this study was to investigate the relationship between cognitive complexity, cognitive processes and individual values at a senior management level in a multinational company. Cognition is explored in terms of cognitive processes and levels of work (as measured by the Cognitive Process Profile), and values are explored in terms of value systems (as measured by the Value Orientations questionnaire). The study is based on a quantitative research design, where a sample of 265 executives, senior managers and directors employed at a multinational organisation completed the assessments. The empirical study (N = 265) yielded some weak, yet statistically significant, relationships between cognition and value systems among organisational leaders in a multinational organisation. / Industrial & Organisational Psychology / M.A. (Industrial and Organisational Psychology)