The aim of this thesis is to analyze the current situation of women in managerial positions in relation to the obstacles that hinder their career progression, as well as naming the features and capabilities that they prefer, and to characterize the possible existence of female leadership style. The theoretical part focuses on the role of women in society, concepts related to gender issues and the difference between management and leadership. I also deal with selected models describing the approach of managers to their subordinates. In the practical part based on qualitative research methods, I find out what opinion managers have to that situation in the Czech Republic. In conclusion, the thesis provides recommendations for a more detailed investigation of the area.

Resume Topic of this thesis is leadership. Its aim is to recapitulate theoretical frame of this subject, and to outline to what extent Czech people (for purposes of this thesis Czech internet users) are familiar with leadership concept in similar way which is presented by authors who write about it. This work is based on ideas of so-called classical management schools, and information about leadership takes not only from books of chosen Czech authors, but also from works of foreign specialists like Peter F. Drucker or John Adair. For theoretical frame are used also some management textbooks like works of Koontz and Weihrich or Vodáček and Vodáčková. My hypothesis and initiative for this work is that for Czech environment leadership still is not much usual concept. There was quantitative survey on sample of Czech population carried out. As the interviewing was done online, it is not possible to present it as fully representative however criterions for choosing respondents corresponded with representative sample of Czech population when considered demographical indicators like gender, age, region or size of residence. Aim of the survey was to check on how leaders are perceived in Czech environment, which characteristics are they connected with, and if there are any differences between them and managers. The...

The programme provision in a third of further education (FE) colleges in England is poorly designed, according to Ofsted which inspect colleges in England, and does not provide post-16-year-olds the skills needed for employment. The policy landscape shapes the complex FE college environment. Often programme decision-making at strategic level does not respond to stakeholders’ needs or achieve stability and sustainability of these institutions. The aim of this research was to analyse programme decision-making in FE colleges in England. It focused on how FE colleges use the opportunities and constraints presented by their locality and context to tailor their programme provision whilst under pressure to meet the local needs for the provision of education and training and the expectations of the Ofsted inspection framework. A review of literature on the theories and models of decision-making led to the formation of research questions and a framework for the analysis of programme decision-making in FE college environment. Empirical data was collected by means of college principals and other senior managers in three contrasting FE colleges in England. Documentary analysis provided stimulus for interview questions and corroboration of evidence. The research found that programme decision-making is influenced by the opportunities and constraints presented by the locality of the FE college and a number of internal and external factors. It shows that FE leaders and managers who prioritise leadership for learning, which is characterised by a strong focus on learners’ learning experience, implement management approaches to the organisation of programme provision. Such focus informs the strategic directions to achieve effectiveness of programme provision and accountability, increase engagement with stakeholders and improve the sustainability of the college. The study shows that effective programme decision-making requires a collaborative approach involving the participation of stakeholders to provide a solution-driven method to managing programme provision in FE colleges.

Over more than three decades, there has been a sustained interest in strategic planning in the public sector to secure positive outcomes and long-term growth. However, several authors argued that strategic planning is limited, costly, time consuming and not producing the needed outcomes. Previous research has focused almost upon developed, and not on developing countries, for instance, the Kingdom of Bahrain. This gap in the knowledge provides the justification for this research. Using survey method, this research aims to explore strategic management practices in the public sector of Bahrain. Using both interviews and questionnaires as the mixed methods was more convincing and produced more comprehensive findings and hence stronger credibility. The findings reveal that the strategic management process was not effective in the researched organizations in the strategic formulation stage, the strategic implementation stage, and the strategic evaluation stage. The findings also reveal that there is a low satisfaction level with strategic management process within most of the organizations surveyed. Moreover, the findings revealed that the progress in the transition from strategic planning to a strategic management approach was limited. However, some of the organizations were found to be at the start of such a transition and this may be a good sign. Additionally, the findings reported many leading edge elements that are closely related to this transition, and help to successfully implement organizational objectives. Finally, the present research is proposing a strategic management model to increase the ability to formulate, implement and evaluate better future governmental strategic plans.

Retailers lost 5.1 million employees in 2016, which resulted in a loss of profitability. The purpose of this single case study was to explore strategies retail managers used to reduce turnover at one retail company in the southeastern United States. The conceptual framework for the study was transformational leadership. The target population consisted of 6 store managers who reduced employee turnover in the retail industry. Data collection methods included face-€to-€face, semistructured interviews and a review of the company documents. Yin's 5-step analysis was used to analyze data. Three themes emerged from data analysis: supportive management leadership style, competitive compensations, and provision of efficient and effective communications to employees. The results of the study indicated store managers' strategies that are essential to reducing employee turnover. The implications of this study for social change include the potential to generate new opportunities for employment and encourage prosperity for local families and the community by improving profitability and sustainability and promoting organizational growth in retail companies.

Viene esplorata l'esperienza della dimensione etica nel ruolo manageriale attraverso una analisi su tre piani: quello dell'esperienza soggettiva, della relazione interpersonale e infine il livello istituzionale / The experience of ethics in managerial role is explored at three different levels of analysis: the individual level, the interpersonal level and the institutional level.

Thesis (MPhil)--University of Stellenbosch, 2008. / Bibliography. Also available via the Internet.

Thesis (Master').

Diss. Göteborg : University, 2003.

The goal of this thesis is cross-cultural comparation of Czech and Slovak subsidiary of 3M Company. It will be reached through GLOBE study in comparison with Geert Hofstede method and its five main cultural dimensions. Questionnaire research will be conducted for achieving this goal ( according to original questionnaire of GLOBE study) among employees of mentioned subsidiaries in Prague and Bratislava. Findings of this research method will be used for explanation of cultural differences (should there be any) between 3M Cesko and 3M Slovensko. Also these findings will proof wheter or not is possible to apply the same marketing management in both countries.