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Workforce parity among cultural groups in America has been an unobtainable goal for years. The present diversity in our society dictates a new mandate for majority managers in their approach toward working beside and supervising these cultural groups. In order to achieve full inclusion and reach their fullest potential many employees, minorities and women, in these cultural groups, along with managers, are attending or participating in diversity training classes. Although diversity has several definitions, the goal of most training is to change corporate and organizational culture so everyone is allowed to contribute equitably to achieve his/her fullest potential, ultimately achieving parity in every area of the workplace. The purpose of this grounded theory study was to investigate the perceptions of behavioral outcomes as observed and experienced by minority employees concerning their Caucasian managers who have attended a diversity training program at a government facility. A case effects matrix was used to display the data obtained through eight open-ended interviews, observations and content analysis. Data was analyzed to elicit themes or patterns that addressed three research questions: 1. To what extent did the training program meet its stated objectives? 2. What kinds of behavioral changes occurred in Caucasian managers after attending a diversity training program? 3. To what extent was the training program an effective organizational intervention? The presentation of the data was in descriptive narrative case study profiles. Two categories of major themes were identified as common among the managers and employees: (a) Changes and (b) constraints. Results revealed that the training objectives were met, that behavioral outcomes indicated no significant change in managerial behaviors and that the training was not an effective intervention. Although some improvements were made, the training was not found to have transformed the organization. Recommendations for future diversity training programs were addressed. / Ed. D.

The master thesis presented deals with the  question of whether superiors in the engineering field in Germany should undergo managerial training to be better-suited managers than superiors without such training. This thesis looks into this question through a survey of a homogenous group of engineering professionals working in Germany. The survey strives to gain information from the engineering professionals regarding their opinions and experience as managers with and/or without managerial training and their capacity to fulfill their managerial duties. This problem resonates widely in the engineering world, yet it seems that not enough action is being taken towards educating personnel in elevated positions throughout a company’s hierarchy.

According to the survey of Multilevel Marketing (MLM) organizations report in the year 2009 conducted by Fair Trade Commission Executive Yuan, there were 4,442,000 people participated in the MLMs in Taiwan. Based on the data published by the Ministry of Interior, the population of Taiwan in the year of 2009 was 23,119,000; therefore, on average the participation rate in Multilevel Marketing Organizations in Taiwan is about 19.21%. Due to current economic uncertainty, Multilevel Marketing Organizations are especially attractive to people of all backgrounds. This is mainly because MLMs have low start-up costs, and require only basic entry level know-how to start. Although the participation rate of MLMs in Taiwan is 19.21%, the actual active number of IBOs (independent business owners) who run direct selling business is far less than the number shown on the statistics. This research is a qualitative study using the Behavioral Events Interview method to explore the managerial competency model of leaders in Multilevel Marketing organizations which further defines and includes managerial competencies clusters, managerial competencies, and managerial competencies indicators. There are six major managerial competencies clusters and sixteen sub-competencies included in this managerial competency model. The six managerial competencies clusters are ¡§Goal and Action cluster,¡¨ ¡§Cognitive cluster,¡¨ ¡§Organization Development cluster,¡¨ ¡§Leadership cluster,¡¨ ¡§Knowledge & Skill cluster,¡¨ and ¡§Personal Traits cluster.¡¨ As for the sub-competencies, they are ¡§Achievement,¡¨ ¡§Initiative,¡¨ ¡§Action,¡¨ ¡§Analytical Thinking,¡¨ ¡§Conceptual Thinking,¡¨ ¡§Information Seeking,¡¨ ¡§Organization Awareness,¡¨ ¡§Organization Development,¡¨ ¡§Developing Others,¡¨ ¡§Team and Cooperation,¡¨ ¡§Team Leadership,¡¨ ¡§Confidence,¡¨ ¡§Communication,¡¨ ¡§ Knowledge and Skill,¡¨ ¡§Dissemination of Knowledge,¡¨ and ¡§Personal Traits.¡¨ Among these, what distinguishes the managerial competency model of the leaders in MLMs from the general managerial competency model is the ¡§Organization Development cluster.¡¨ This cluster includes four competencies, which are ¡§Organization Awareness,¡¨ ¡§Organization Development,¡¨ ¡§Developing Others,¡¨ and ¡§Team and Cooperation.¡¨ In addition ¡§Action¡¨ and ¡§Dissemination of Knowledge¡¨ are also the core competencies/characteristics that leaders in MLMs possess. This managerial competencies model for leaders in Multilevel Marketing organizations can benefit three types of people. For IBOs who just join the MLMs, this model can be an educational reference for developing their managerial competencies. For leaders in MLMs, this model can be a checklist for their work performance. For people who are from the Multilevel Marketing organizations, this model can be a source for annual training programs or a reference for publications in MLM organizations.

According to the survey of Fair Trade Commission Executive Yuan, some people participate two or more than MLM organization. Excluding the number of participants, there were 4,570,000 people in the year of 2010 compared to 4,442,000 people in the year of 2008 which increased 128,000. Based on the data published by the Ministry of Interior, the population of Taiwan in the year of 2010 was 23,162,000; therefore, on average the participation rate in Multilevel Marketing Organizations in Taiwan is about 19.73% compared to the year of 2009 is about 19.21% which increased 0.52%. Then, MLM system has been many years, therefore, it to be considered that MLM system can provide service and selling successfully and effectively to consumers, and it helps salesmen or distributors can get profit. This research questionnaire is based on¡uThe Study of Managerial Competencies of Leaders in Multilevel Marketing Organizations¡vand through statistics analysis to find out the new managerial competencies. After research result, there are six major managerial competencies aspects and fifteen items included this managerial competency model. The six managerial competencies aspects are ¡§Goal and Action aspect,¡¨ ¡§Cognitive aspects,¡¨ ¡§Organization Development aspect,¡¨ ¡§Leadership aspect,¡¨ ¡§Knowledge & Skill aspect,¡¨ and ¡§Personal Traits aspect.¡¨ As for the sub-competencies items, they are ¡§Action,¡¨ ¡§Goal Setting,¡¨ ¡§Conceptual Thinking,¡¨ ¡§Information Seeking,¡¨ ¡§Team and Cooperation,¡¨ ¡§Organization Development,¡¨ ¡§Organization Communication,¡¨ ¡§Organization Awareness,¡¨ ¡§Team Leadership,¡¨ ¡§ Knowledge and Skill,¡¨ ¡§Dissemination of Knowledge,¡¨ ¡§Industries Knowledge,¡¨ and ¡§Personal Traits.¡¨ Through the statistics analysis, it can find out what kinds of the managerial competencies that the leaders should have. And the leaders can lead team members who come from other industries.

This dissertation consists of three essays in corporate governance. The first essay, titled ¡§Control or Invest: Complex Interests of Managerial Stockholdings¡¨ examines the structural relation between managerial ownership and firm performance. By using simultaneous equation models and considering the complex interests of management, our results show that complicated mutual effects exist between managerial ownership and firm performance. In diffused ownership structure (0-13%), better firm performance may induce management to hold more stockholding, indicating possible investment purpose that is not addressed in previous studies. Management with mid-range of stockholdings (13%-50%), have positive effect on firm performance but not vice versa, which agrees with the ¡§convergence-of-interest hypothesis¡¨. For highly concentrated ownership structure (>50%), negative mutual effect exists, which agrees with the ¡§entrenchment hypothesis¡¨, giving notice to protect minority shareholders. The second essay, titled ¡§The Discrepancy of R&D Expenditure, Ownership Structure and Performance between Electronic and Non-electronic Industries¡¨ addresses on the mutual effects among R&D expenditure, ownership structure and firm performance in electronic industry. The characteristics of high research expenditure, high performance, and stock-based compensation plan of electronic industry may exaggerate the mutual effects between these three factors than companies in non-electronic industry. The empirical evidence first shows that better firm performance will result in higher managerial equity in both electronic and non-electronic industries. Another finding is that electronic industry has higher and more stable research expenditure, no matter firm¡¦s performance; while non-electronic industry spends more in research only when the firm is doing well. The third essay, ¡§The Adjustment and Determination of Ownership Change¡¨, is used to examine the equilibrium hypothesis regarding managerial ownership variation. The equilibrium hypothesis assumes that managers will continuously re-optimize their ownership to maximize firm¡¦s value. In this essay, instead of studying the cross-sectional relationship between managerial ownership and firm performance, we use a dynamic setting to examine how managers adjust their ownership over time and what factors will determine the within firm variation. It is shown that there is small within firm variation in managerial ownership with strong mean-reversion adjustment the entire sample. The results also show that firm characteristics like debt ratio, R&D expenditure and operating income do not relate significantly to within firm variation, but firm performance and institutional parameters like the reselection of board members, stock turnover and ownership level do. This thesis contributes to provide investment purpose as an alternative explanation for insiders¡¦ stockholding, in addition to the expropriation activities that is major concern in prior studies. The change analysis further provides more understanding of within firm variation vertically that is still vague in the literature (HHP, 1999). These new findings add knowledge to managerial ownership in emerging market like Taiwan. The managerial implication is that investors may not fully depend on manager¡¦s self-discipline to solve agency problem. Outside supervision, including independent board member and supervisor, institutional investors and corporate governance evaluation, could be emphasized to reinforce corporate governance.

Thesis (M. Com.)--University of Canterbury, 2006. / Typescript (photocopy). Includes bibliographical references. Also available via the World Wide Web.

The UK NHS which is the largest organisation in Europe provides high quality healthcare free at the point of delivery to all its citizens. NHS managers play an instrumental role within it as they are expected to implement the various government led reforms designed to make the NHS an increasingly efficient, effective and accountable organisation. This study is concerned with examining the NHS managerial culture in the context of the various challenges and tensions facing the 21st century NHS managers. The study explores the NHS managers' core values with a view to investigating the relative strength of the managers' commitment towards altruistic based values befitting the NHS ethos. Furthermore given that it is widely recognised that the NHS managers believe the public hold a generally negative view of them, this study also develops an understanding of the implications of the NHS managers' negative perceived public image for their self and work identity. The importance of how managers perceive their self and work identity and how they believe they are perceived by others has implications for their work performance, organisational commitment and satisfaction. Through a qualitative based research design the study draws upon semi-structured interviews with twenty healthcare managers working in the public and private sectors within London and explores their views, perceptions and experiences in relation to the above issues. The interviewees consisted of healthcare managers working in an Acute Care NHS Trust and for comparative reasons also included managers who worked in a large private sector hospital. The comparative interviews were useful in determining the extent to which the key issues central to this study were unique to the NHS managerial culture or whether they were equally pertinent to the wider healthcare managerial sector. The main theoretical framework underpinning this study is derived from and is relevant to Organisation Culture, New Institutional Theory, Self and Work Identity Theory and Corporate Social Responsibility. These relatively disparate fields of study are drawn upon in an integrated manner to explore and discuss the findings as they prove useful in developing a more holistic and deeper understanding of the key issues central to this study. The study findings demonstrate that the majority of NHS managers had actively sought the opportunity to work in a caring based profession such as the NHS because it was underpinned by altruistic based values thereby demonstrating a high level of commitment to these values. Unlike the private healthcare managers, all the NHS managers interviewed reported that they believed the public viewed them negatively and for many of the NHS managers this caused tensions in relation to their self and work identity. Half of the NHS managers, regardless of whether they came from clinical or non-clinical backgrounds, reported emotions of demoralisation, frustration, irritation and anger as a result of this negative perceived public image. These findings provide unique and hitherto unexplored insights into the challenges and tensions facing NHS managers. Possible mitigating strategies and potential policy implications are explored in this thesis.

No / What is management and how do the people who become managers take on a managerial identity? How does text inform the manager's identity? From cultural studies we understand that the relationship between text and reader is not passive but that each works upon the other and that text is active in forming the identity of the reader. However, analysis of management textbooks published since the 1950s reveals that textboks construct a world in which chaos is kept at bay only by strong management and in which strong management is based upon the rationality of modernity. This book exposes and analyses such claims-to-truths and theorises their arguments using the work of Butler and Foucault, the sociology of scientific knowledge, crtical legal studies, art history and queer theory. By revealing the post-modern turn in these texts,The Social Construction of Managementis both a critical and empirical study that explores the constitution of managerial identities in the age of masseducation in management. An exciting contribution to the growing body of knowledge within critical management studies, this book challenges the way we think about organizations and their management, and about management education as a whole. This is thought provoking reading for anyone studying management or working int he managerial organization