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  • About
  • The Global ETD Search service is a free service for researchers to find electronic theses and dissertations. This service is provided by the Networked Digital Library of Theses and Dissertations.
    Our metadata is collected from universities around the world. If you manage a university/consortium/country archive and want to be added, details can be found on the NDLTD website.
151

A psycho-educational programme for team coaches to facilitate the mental health of managers

Maritz, Jeanette Elizabeth 06 August 2008 (has links)
The aim of the research was to develop a psychoeducational programme for team coaches to facilitate the mental health of managers. Preventing managerial degeneration has become a corporate priority. Without support and intervention, executives and managers can degenerate personally or derail careerwise at enormous cost to themselves, their companies and the economy. Personal degeneration may include selfneglect, ignoring families, marriages, friends, personal interests and their own physical and mental health as they chase their corporate and career objectives. Business managers are subjected to more pressure than ever to produce results, yet they are often promoted through job specific expertise without the emotional intelligence and worklife balance skills necessary to sustain them. Research has revealed an across the board consensus that coaching is one of the most powerful strategic and tactical weapons open to business today because of its ability to enhance areas of proficiency that are already high and to establish skills that were previously absent or weak. Business coaching provides the gateway to intellectual and emotional support and develops managers, thus avoiding managerial derailment and preparing individuals to meet the increasingly complex requirements of today’s business environment. Business and team coaching is distinct from other types of coaching and calls for additional competencies and expertise as specialisation areas. The coaching industry in Southern Africa is in its infancy and as such there are currently no barriers to entry. There is a lack of descriptive and accepted standards, agreed upon core competencies and accredited team coaching programmes that offer depth in terms of knowledge, skills, values and business acumen. In light of the above challenges the following research question arose: · What should a programme for team coaches consist of in order to facilitate the mental health of managers? A qualitative, explorative, descriptive and contextual research design was followed including autoethnography as a strategy. The research took place in four phases. Phase 1: A situation analysis was done in order to explore and describe what a programme for team coaches should consist of in order to facilitate the mental health of managers. This involved the identification of key stakeholders. Focus groups and interviews were conducted and individual naïve sketches collected from individuals who were are not available for interviews. A literature control was conducted in order to verify findings. Phase 2: Based on the abovementioned results, the research progressed to phase two, which involved the development of a programme. During this phase a conceptual framework was described that included an approach to the programme. Phase 3: This phase presented a description of the programme as well as guidelines for the implementation of the programme. Phase 4: The programme was evaluated and possible limitations were highlighted. Recommendations regarding possible further research were made. The researcher believes that business and team coaching will continue to thrive and gain increased status as a profession. With an empirically sound programme in place, business and team coaching is set to flourish and managers have a means to manage and maintain optimum mental health. / Prof. Marie Poggenpoel Prof. Chris Myburgh
152

The training needs of the operations manager, services, with specific reference to the banking industry

Van den Berg, L. M. M. 04 February 2014 (has links)
M.Tech. (Production Management) / This thesis provides some information, techniques and innovations that will equip operations managers in the service industry to develop technical, conceptual and interpersonal skills. These skills will help them make better operating decisions.
153

Challenges facing women in business - an assessment of women in the South African petroleum industry

Sephoti, Masego 07 May 2010 (has links)
This report focuses on barriers women face within the petroleum industry, with regard to career advancement to senior positions. This research was conducted to identify the challenges that hinder such progression for women, taking key issues and themes raised by women currently at management levels. The primary outcomes were identifying key barriers and/or challenges that exist in the petroleum industry, and juxtaposing them to barriers identified in other industries at both the local and global context. This research demonstrated the fact that despite legislative intervention and initiatives by the South African petroleum industry to address gender inequality and employment equity within the workplace, women are yet to achieve a critical mass at senior positions within in the petroleum industry. Barriers hindering women advancement to senior levels within the petroleum industry, inter alia, were found to be: women not being taken seriously; “Boys Club” syndrome; work life balance challenge; and perceptions and stigmas regarding women managers. It is recommended that the petroleum industry adhere to career development plans for women; the individual oil companies identify additional mentorship opportunities and more prominent role models for young females joining the industry; and lastly that industry captains actively encourage an environment where women are treated equal to their male counterparts. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted
154

Strategies to equip females for managerial positions

Smailes, Chanél January 2009 (has links)
The study was concerned with identifying both organisational and personal strategies utilised by females in managerial positions within South Africa. From an analysis of both primary and secondary data, it was concluded that executive women in South Africa are utilising personal strategies more extensively than relying solely on organisational strategies to facilitate them to managerial positions and the respondents therefore deemed these personal strategies to have a greater impact than that of the organisational strategies. Both organisations and individuals would benefit from this study as the study brings to the fore the lack of organisational strategies utilised by organisations within South Africa, as well as highlighting those strategies found most beneficial by executive women as having the greatest impact on their careers. This indication would allow for organisations to efficiently invest in those strategies having the most impact on female executives’ careers. Individual women at non-management or junior management levels could integrate the personal strategies highlighted in this study as being most effective into their career development plans. By ensuring both organisations and women together are working to equip females for managerial positions, both organisational and personal performance of South African female managers will be maximized.
155

Intrinsic-extrinsic motivation and its effects upon feedback at mid-management levels

MacGillivray, James January 1964 (has links)
This study was an attempt to determine the relationship between two broad motive patterns or sets and preference for one or the other of two specific types of information which an executive might expect to receive from his superior. An Intrinsic-Extrinsic motive dichotomy was utilized, while information preferences were divided into Job-related and Career-related information. Data were gathered from ninety-one mid-management executives by means of a paired-comparison questionnaire and a special ranking scale devised for this study. The data were then analyzed on the basis of four clearly defined Motivation-Information groups: (l) Intrinsic — Job-related (2) Intrinsic — Career-related (3) Extrinsic — Job-related and (4) Extrinsic — Career-related. Analysis of the results confirmed the following three hypotheses: (I) Intrinsically motivated executives will prefer job-related information over career-related information. (II) Extrinsically motivated executives view information generally (i.e.: either job-related or career-related) as more important than do intrinsically motivated executives. (Ill) There were a significantly larger number of intrinsically than extrinsically motivated executives. The fourth hypothesis, that: (IV) Extrinsically motivated executives will prefer career-related information over job-related information was rejected. / Arts, Faculty of / Psychology, Department of / Graduate
156

The mobility of top business executives in Canada

Daly, William George January 1972 (has links)
The purpose of this thesis was to investigate the geographical and occupational origins, the educational backgrounds and the career patterns of the leading executives in Canadian corporations. This information should be of interest to firms concerned with executive selection and training. Since both the quality and quantity of managers affect the performance of the Canadian economy, the government should encourage their development. Through well-known directories, a list of 332 large firms and their top executives was compiled. A twenty-three item questionnaire was mailed to the three most senior officers in each firm. The response rate of 49.6% compared favorably with other mobility studies. After the coding and processing of the returns, computer printouts were analyzed and compared with census statistics and other mobility studies to identify the significant items. This research used the concept of proportional representation to measure movement into executives ranks. A ratio was calculated between the percentage of the respondents with a particular attribute, such as birthplace, education or father's occupation, and the proportion with the same attribute in the male work force. The backgrounds of Canada's leading executives were not proportional to the general population. Urban centers, United States and the western provinces contributed more than their percentages in the Canadian population. Quebec was under-represented, even in its own province. Probably the most significant factor distinguishing the respondents from the general population was the educational level attained by the executives. The proportion with university degrees was eleven times the percentage of the male labour force in Canada. At the other end of the scale, it had more than twelve times more men who had not completed high school than the respondents. While the advantage of a university degree seemed greater in Canada, the emphasis on high education was common to all mobility studies. It was more evident among the younger executives and the more recent studies. This study also indicated a growing emphasis on post graduate studies in business. Other studies suggested two possible reasons for the under-representation of French Canadians at executive ranks: lower educational achievement and less emphasis on business and engineering courses in French language universities. Francophones with such training are now being offered higher starting salaries and prospects of faster progress into management. Comparisons of the occupational origins of the executives with those of the labour force suggested that mobility into executive ranks was less open than in United States. Representation ratios of 8.5 for the managerial group and 4.5 for professional men were higher than in any recent mobility study of American leaders. Because immigrants represent a large proportion of the Canadian executives and their forefathers, another analysis was made which was independent of national boundaries. By comparing the occupation of the executives' fathers with those of the grandfathers, the ratios of occupational stability were calculated. This ratio for the major executives in Canada was also higher than for American business leaders. Despite the tendency to recruit executives from families already in the managerial or professional ranks, the responses indicated less influence from relatives and friends than in comparable American studies. Questions about changes in mobility into executive rank and career development require additional research. Grants for business studies in Canada would develop managerial talent and preserve Canadian identity better than grants to foreign corporations to develop resources or build industrial plants. / Business, Sauder School of / Graduate
157

"Bestuur deur rond te beweeg" in 'n Suid-Afrikaanse milieu

Botha, P.J.N. 11 February 2014 (has links)
M.Com. (Business Management) / Management by Walking Around is a relatively new management philosophy, which was probably first mentioned in the literature by Peters & Waterman (1982) in their book In Search of Excellence. This II... blinding flash of the obvious...11 (Peters & Austin, 1985:3) is a management philosophy which advises the manager to spend at least 25 percent of his time outside the office. The manager must not wait for the customers and subordinates to visit him, nor must the manager summon them to his office. The manager must go out and visit the workers at the workplace, be interested in what the workers are doing and listen to what the workers have to say. The manager must also visit the customers on a regular basis and pay attention to what they have to say. The customer is king and the customer's wishes and desires should be taken seriously. After all, the customer is the reason why the company exists. Management by Walking Around (MBWA) can not be fully understood without paying attention to surrounding management factors. Such factors include organisation culture, motivation theories and other management theories, including Management by Objectives, particitive management and visionary management. Several articles have been written about MBWA in the U.S.A. and some other countries, but very little has been written about MBWA in South-Africa as yet. MBWA however, is very much applicable in the current South-African environment. With all the major changes following the political transformation in South-Africa in 1994, opportunities are available to implement MBWA in the culture of South-African companies. Correctly applied,Management by Walking Around is a relatively new management philosophy, which was probably first mentioned in the literature by Peters & Waterman (1982) in their book In Search of Excellence. This II... blinding flash of the obvious...11 (Peters & Austin, 1985:3) is a management philosophy which advises the manager to spend at least 25 percent of his time outside the office. The manager must not wait for the customers and subordinates to visit him, nor must the manager summon them to his office. The manager must go out and visit the workers at the workplace, be interested in what the workers are doing and listen to what the workers have to say. The manager must also visit the customers on a regular basis and pay attention to what they have to say. The customer is king and the customer's wishes and desires should be taken seriously. After all, the customer is the reason why the company exists. Management by Walking Around (MBWA) can not be fully understood without paying attention to surrounding management factors. Such factors include organisation culture, motivation theories and other management theories, including Management by Objectives, particitive management and visionary management. Several articles have been written about MBWA in the U.S.A. and some other countries, but very little has been written about MBWA in South-Africa as yet. MBWA however, is very much applicable in the current South-African environment. With all the major changes following the political transformation in South-Africa in 1994, opportunities are available to implement MBWA in the culture of South-African companies. Correctly applied,MBWA can be a great asset to each leader, manager and company in South-Africa
158

柔性管理 : 中國女企業家的修辭構建 = Soft management : a rhetorical construction of Chinese female entrepreneurs

錢悅, 16 July 2020 (has links)
21世紀以來,越來越多的中國女性加入到企業管理的團隊中來,與此同時 ,她們也不能不面對世俗社會投來的疑慮和不信任的目光。在中國世俗的眼中 女性和企業家是兩種相距甚遠的角色:一個主內,一個主外;一個以陰柔見長 ,一個以陽剛取勝。對於女性的這一刻板看法在中國根深蒂固,這就為中國的 女企業家設置了一道修辭難題:她們在公眾心目中的形象將決定於她們如何有 效地協調這兩種角色或身份的衝突。本研究認為"柔性管理修辭"是認識當代中國女企業家的公共形象策略的 關鍵。這種修辭構建出的柔性管理者形象既符合了社會對女性"陰柔"的要求 ,又能適應中國文化下企業的管理需求。為了深入分析女企業家的"柔性管理 修辭",研究選擇了20段由公眾媒體播出的女企業家訪談錄影,以此作為分析 女企業家塑造公共形象的代表性文本。本研究以肯尼斯伯克的戲劇五元理論為 基礎,圍繞企業發展、員工管理與角色定位三個敘事主題展開細緻的修辭分析 ,展現了女企業家通過修辭構建柔性管理者形象的過程。 研究提出,中國女企業家的柔性管理修辭體系包含三類修辭構建技巧:第 一類是女企業家直接表明自己女性和企業家的雙重身份;第二類是女企業家做 出符合"柔性管理"哲學規範的話語行為;第三類是女企業家用柔性化的方式 來表達管理話語。除此之外,本研究在戲劇五元理論"對子"結構的基礎上提 出了"雙對子"和"對立"兩種新結構,探討了敘事主題與特定對子的搭配可 能產生的更廣泛的修辭意義,豐富了應用戲劇五元理論分析中文修辭時的方法 和角度。With more and more women step into companies' management level, they have to face the question and doubt from society. From a mundane viewpoint in Chinese society, "females" and "entrepreneurs" are two different and even conflict roles: females are supposed to be in charge of domestic chores, and should be gentle; while entrepreneurs are working in society, and should be decisive. Such stereotype results in a tough problem for female entrepreneurs from the rhetorical perspective: their public images depend on how they can efficiently coordinate the conflicts in the mentioned two roles. This study proposes that "rhetoric of soft management" can be a key concept to learn the strategy that female entrepreneurs apply in managing their public images, which not only meet the traditional expectations on women, but also fit in the Chinese business culture. To analyze the "rhetoric of soft management", this study selects 20 talk shows, in which Chinese female entrepreneurs are interviewed on famous public media, and they are representatives in establishing the Chinese female entrepreneurs' public images. Kenneth Burke's "dramatistic pentad" is adopted as the theoretical framework in analyzing the three narrative themes: "enterprise development", "employee management" and "role orientation". This study presents three kinds of rhetorical construction technics that Chinese female entrepreneurs adopted: firstly, directly show their identities as both female and entrepreneurs; secondly, their discourse behavior conforms the rule of "soft management"; lastly, use flexible tones to express their management discourse. In addition, the study also makes theoretical contributions to the "dramatistic pantad" when using it in analyzing Chinese rhetoric. The study proposes two new relationships between the five rhetorical elements in dramatistic pantad: "double- ratio" and "reverse-ratio". The study also discusses the wider rhetoric significance of the association of narrative themes and specific ratios.
159

Factors affecting women representation on boards of directors

Msomi, Duduzile 31 March 2010 (has links)
The objective of this report is to understand the factors that hinder and those that facilitate the representation of women on boards of directors in South African companies. The insights gained on the obstacles and facilitators in achieving greater representation of women on boards of directors will give companies and individuals actionable knowledge of the key success factors and strategies that can be applied to increase representation. A literature review was done in order to apply existing theory to the research problem. The researcher‟s objectives were to answer three research questions. The methodology for the research is then described. Qualitative research was used with the research instrument being in-depth interviews. Twenty three face-to-face interviews were held with board members, executive search companies, an organisation that trains boards of directors and a women‟s professional body, using a semi-structured questionnaire. Seven respondents completed the questionnaire only. Interviews were transcribed and content analysis performed on them to extract recurring themes related to the questions asked. The results of the interviews are then presented and interpreted. The findings are that there are no conscious or deliberate attempts to keep women out of the boardroom. The factors affecting women representation on boards of directors can be attributed to the interplay of historical and cultural factors that have resulted in women not being top of mind when appointing board members. Legislation is playing an effective facilitation role, but the extent of transforming this trend, in a meaningful way and not just to be compliant, in an equal opportunities environment in which South African companies presently operate, depends on the „natural diversity insights‟ (the natural consciousness to want to do the right thing) of the shareholders, chairpersons, CEOs and/or the nomination committees who play a huge role in either recommending or making the final decision on new board appointments. / Dissertation (MBA)--University of Pretoria, 2006. / Gordon Institute of Business Science (GIBS) / unrestricted
160

柔性管理 :中國女企業家的修辭構建 = Soft management : a rhetorical construction of Chinese female entrepreneurs

錢悅, 16 July 2020 (has links)
21世紀以來,越來越多的中國女性加入到企業管理的團隊中來,與此同時 ,她們也不能不面對世俗社會投來的疑慮和不信任的目光。在中國世俗的眼中 女性和企業家是兩種相距甚遠的角色:一個主內,一個主外;一個以陰柔見長 ,一個以陽剛取勝。對於女性的這一刻板看法在中國根深蒂固,這就為中國的 女企業家設置了一道修辭難題:她們在公眾心目中的形象將決定於她們如何有 效地協調這兩種角色或身份的衝突。本研究認為"柔性管理修辭"是認識當代中國女企業家的公共形象策略的 關鍵。這種修辭構建出的柔性管理者形象既符合了社會對女性"陰柔"的要求 ,又能適應中國文化下企業的管理需求。為了深入分析女企業家的"柔性管理 修辭",研究選擇了20段由公眾媒體播出的女企業家訪談錄影,以此作為分析 女企業家塑造公共形象的代表性文本。本研究以肯尼斯伯克的戲劇五元理論為 基礎,圍繞企業發展、員工管理與角色定位三個敘事主題展開細緻的修辭分析 ,展現了女企業家通過修辭構建柔性管理者形象的過程。 研究提出,中國女企業家的柔性管理修辭體系包含三類修辭構建技巧:第 一類是女企業家直接表明自己女性和企業家的雙重身份;第二類是女企業家做 出符合"柔性管理"哲學規範的話語行為;第三類是女企業家用柔性化的方式 來表達管理話語。除此之外,本研究在戲劇五元理論"對子"結構的基礎上提 出了"雙對子"和"對立"兩種新結構,探討了敘事主題與特定對子的搭配可 能產生的更廣泛的修辭意義,豐富了應用戲劇五元理論分析中文修辭時的方法 和角度。With more and more women step into companies' management level, they have to face the question and doubt from society. From a mundane viewpoint in Chinese society, "females" and "entrepreneurs" are two different and even conflict roles: females are supposed to be in charge of domestic chores, and should be gentle; while entrepreneurs are working in society, and should be decisive. Such stereotype results in a tough problem for female entrepreneurs from the rhetorical perspective: their public images depend on how they can efficiently coordinate the conflicts in the mentioned two roles. This study proposes that "rhetoric of soft management" can be a key concept to learn the strategy that female entrepreneurs apply in managing their public images, which not only meet the traditional expectations on women, but also fit in the Chinese business culture. To analyze the "rhetoric of soft management", this study selects 20 talk shows, in which Chinese female entrepreneurs are interviewed on famous public media, and they are representatives in establishing the Chinese female entrepreneurs' public images. Kenneth Burke's "dramatistic pentad" is adopted as the theoretical framework in analyzing the three narrative themes: "enterprise development", "employee management" and "role orientation". This study presents three kinds of rhetorical construction technics that Chinese female entrepreneurs adopted: firstly, directly show their identities as both female and entrepreneurs; secondly, their discourse behavior conforms the rule of "soft management"; lastly, use flexible tones to express their management discourse. In addition, the study also makes theoretical contributions to the "dramatistic pantad" when using it in analyzing Chinese rhetoric. The study proposes two new relationships between the five rhetorical elements in dramatistic pantad: "double- ratio" and "reverse-ratio". The study also discusses the wider rhetoric significance of the association of narrative themes and specific ratios.

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