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This paper examines the effect of brand managers' role stress (role ambiguity, role conflict and role overload), perceived performance and satisfaction on the intention to leave. The results revealed that increased role stress is associated with lower levels of perceived job performance and job satisfaction, but its influence on the intention to leave was not significant. In addition, higher levels of perceived job performance and lower levels of satisfaction were generally associated with higher intention to leave. [ABSTRACT FROM AUTHOR]

We employed a qualitative interview technique to develop an inductive model of punishment from a managerial perspective. Findings suggest that managers feel pressure from a variety of sources-organizations, work groups, punished subordinates, and themselves. Managers are also aware that punishment is a highly charged cognitive and emotional event with broad and far-reaching effects that range well beyond punished subordinates and simply changing their attitudes and behaviors. [ABSTRACT FROM AUTHOR]

The article focuses on a study which explored goal-setting among corporate executives in China. Information is presented about the effects of cultural factors on Chinese work ethics and attitudes. A discussion is presented about the Confucian social ideology and its influence on modern business practices and work attitudes in China. The authors presented an assessment of organizational behavior and socio-economic condition of the country. Details are presented related to the methodology of the study.

The article presents a comparative study on the leadership beliefs of Israeli managers. Study examines factors that affect the shaping of managerial values and role behavior. Also discussed is the influence of organizational characteristics to leadership beliefs. The article considers the relationship of managers' attitudes towards others and their attitudes regarding certain management methods. The study presents a description of a style of management that has its roots in democracy. An earlier study found that managers favor delegating responsibilities, setting goals and sharing information with their employees.

The article focuses on a study that compares the views of executives and students participating in masters of business administration programs on corporate promotion practices. The purpose of this study is to pinpoint the perceptions of chief executive officers in large organizations pertaining to the types of behavior that lead to and important in attaining promotions. The study examines the same perceptions held by masters of business administration students. According to the results of the study, with experience, managers tend to focus more on employee ability than on any other factors.

The article focuses on a study in which the effects of participative management on employee performance and satisfaction is addressed. The study attempts to develop a decision model for participative managerial approaches in regards to decision making. Also noted are a number of risks associated with the participative approaches employed in personnel management. According to the results of the study, managers are more willing to implement the participative approach in a situation where the subordinate decision will be implemented on a trial basis.

The article focuses on a study that investigates the problems of direct and objective observation of leader behavior in field settings. The study is designed to examine the importance of subordinate acceptance of effective decision implementation. Also discussed are the relative degrees to which subordinates share relevant organizational goals. The results of this study suggest a meaningful and systematic variance with displayed differences in problem set responses in regards to the reported degree of participation in decision making situations.

With the increasing concentration of stock holdings among a relatively small number of institutional investors, company managers are now viewing their major investors as a strategic asset. Company executives are actively managing relations with their major investor through: courting shareholder support in proxy battles and struggles for company control; bringing the voice of investors into the firm; building enduring, personalized relations with stock analysts and money managers; providing accurate and timely information to major holders; acquiring intelligence on the market, competitors, and stockholders through information trading with analysts; and exercising flexible leadership as shareholder concerns and pressures take fresh directions. Many company executives have learned that working with their major holders--rather than without them or despite them--is required for effective oversight of the firm. [ABSTRACT FROM AUTHOR]

In a previous paper, the links between executive personality and the strategic and organizational orientations of troubled firms were examined. In the present paper, original typologies of neurotic styles and corporate pathology are used, but the two are related using the concept of organizational culture which provides a useful vehicle for linking personality with strategy. In the previous paper it was argued that the personality of the top executive could influence strategy only in centralized firms; now, it is believed that through culture this can happen even in decentralized organizations. Several sets of hypotheses are generated to formalize this position. [ABSTRACT FROM AUTHOR]

The article discusses a study on the effectiveness of managerial cognition in innovation in organizations. The researchers aimed to propose a comprehensive model of innovation to improve the Kanter's model of innovation. The focus of the study were organizations depending on structural factors. The cognitive attitudes of managers were used in the proposed model of innovation. The model considers several dimensions of managerial mindset, including entrepreneurship, cognitive complexity, and cosmopolitan.

The article focuses on the role played by managers' mindsets in enabling employee potential to emerge and be identified. It explores the ways in which consideration of the mindsets may enrich theorizing, research and practice aimed at enabling potential. It is said that managers' mindsets hold about the plasticity of the personal attributes that guide human behavior.

An experiment examined the relationship between authoritarianism and managerial assessment of a person designated as a medically controlled schizophrenic. Participants rated a male applicant on both a candidate appraisal form and an affective attitudes scale. Half the participants saw background information and a videotaped interview describing the applicant as having left work for 6 months to receive psychiatric treatment for schizophrenia. He now was taking medication and doing well. Half the participants received background and interview information indicating that the candidate was out of work for 6 months due to a business slowdown. Participants high in authoritarianism who viewed the candidate as schizophrenic gave lower candidate appraisal ratings ( p<.01) and expressed more negative affective attitudes ( p<.01) than did other participants. [ABSTRACT FROM AUTHOR]

This study examines whether employment externalization, or the use of temporary and contract workers in organizations, is associated with weak psychological bonds between the internal workforce and organization. Specifically, the extent and length of such externalization would negatively relate to internal workers' trust in, commitment toward, and psychological contract with organizations. The premise for this argument is that internal workers may view externalization as an indicator of the organization's low-level commitment to them. Internal workers would reciprocate by decreasing their attachment to the organization. Externalization might also be seen as violating the psychological contract between employees and employers, since externalization is associated with slowed upward mobility and poor work support for internal workers. However, organizational actions that indicate commitment toward employees would mitigate such negative effects. I posit that externalization would be viewed less negatively both by workers who believe they have secure jobs, and by those who supervise and train others. These hypotheses were tested with data collected from 256 internal workers in three organizations. Results indicate that both the extent and length of externalization are negatively related to internal workers' attitudes, especially for those of internal workers with fewer supervisory responsibilities. However, contrary to the hypotheses, the relationship is also more negative for internal workers with high job security. [ABSTRACT FROM AUTHOR]

Interruptions have commonly been viewed as negative and as something for managers to control or limit. In this paper, I explore the relationship between interruptions and acquisition of routines--a form of knowledge--by teams. Recent research suggests that interruptions may play an important role in changing organizational routines, and as such may influence knowledge transfer activities. Results suggest that interruptions influence knowledge transfer effort, and both knowledge transfer effort and interruptions are positively related to the acquisition of new work routines. I conclude with implications for research and practice. [ABSTRACT FROM AUTHOR]

This paper contributes to the conceptual and empirical understanding of organizational trust. It confirms the importance of 'contextual confidence' in institutions for building trust. Moreover, it extends models of trust production to include the effects of purposive action by the truster over and above the contextual prediction of trust emphasized in previous research. Accordingly, 'active trust development' is conceptualized as a strategy to strengthen the basis for trust. Empirical evidence is drawn from a survey of 615 Hong Kong firms that manage operations in mainland China. Confidence in China's institutional context was found to have a strong positive association with trust in the local staff working within that context. Active trust development was validated as a means of enhancing trust, though its effect on trust was not as strong as that of perceived institutional effectiveness. Active trust development initiatives are particularly valuable in an environment such as contemporary China, where the institutional foundations for trust remain underdeveloped. The positive correlation of trust with organizational performance provides an incentive for managers to explore these initiatives. At the same time, government and other bodies in China and elsewhere, which are in a position to create and promote effective institutions, are encouraged to intensify their efforts in that direction. [ABSTRACT FROM AUTHOR]

SUMMARY Based on the hypothesis that many female managers experience job difficulties as a result of their failure to accept male-determined organizational behavior patterns, this study investigated the question, "Does sex, as an independent variable, contribute to differences in male-female perceptions of the legitimacy of various organizational influences?" Data collected from 108 male managers and 145 female managers with use of the Schein-Ott Legitimacy o] Organizational Influence Questionnaire were analyzed by means of Fisher's exact probability test and the coefficient of association asymmetric lambda. The findings indicated that factors other than sex play a major role in determining employee response patterns to the legitimacy of various organizational influences. This conclusion serves to throw doubt on numerous studies purporting to provide evidence that differences exist between male and female organizational behavior patterns. [ABSTRACT FROM AUTHOR]

Social and psychological factors such as self-responsibility and collectivist value orientation are crucial to understanding the dynamics of joint venture management. Tests the hypothesis that structural factors influence the socio-psychological orientation of managers in terms of self-responsibility and collectivist values which, in turn, affects the performance of companies. Discusses the findings from interviews and questionnaires with 151 top and middle managers from 72 companies. Found that top managers have a higher internally determined self-responsibility and a stronger group adaptation value orientation than middle managers. These factors are crucial indicators of managerial performance in joint ventures. Therefore the results support the hypothesis. [ABSTRACT FROM AUTHOR]

A cross-cultural empirical study is reported in this article which looks at ethical beliefs and behaviours among French and German managers, and compares this with previous studies of U.S. and Israeli managers using a similar questionnaire. Comparisons are made between what managers say they believe, and what they do, between managers and their peers' attitudes and behaviours, and between perceived top management attitudes and the existence of company policy. In the latter, significant differences are found by national ownership of the company rather than the country in which it is situated. Significant differences are found, for both individual managers by nationality, and for companies by nationality of parents, in the area of 'organizational loyalty'. The attitude towards accepting gifts and favours in exchange for preferential treatment, as a measure of 'societal values', is also found to show significant differences between national groups. However, no significant differences are found for measures for 'group loyalty', 'conflict between organizational and group loyalty' and for 'conflicts between self and group/organization'. The findings have implications for cross-border management decision strategies regarding such issues as receiving and giving of gifts, and the management of relations between local employees and international organizations which may be affected by differences in attitude to corporate loyalty. [ABSTRACT FROM AUTHOR]

This paper presents the results of an empirical study of attitudes towards ethical questions in business life among managing directors. They study covers more than 240 Swedish firms of all sizes, from different lines of business, and it is based on a solid theoretical framework. It should be seen as a part of the author's effort to develop a model explaining ethical organizational behaviour. Among the most important conclusions of the study is the concept of "corporate moral view". It seems possible to distinguish between "the humanitarian morality" versus "the organizational morality", depending on who's interests the decision maker prefers to take in a moral dilemma. [ABSTRACT FROM AUTHOR]

Responses of male and female managers in state public human service organizations are analyzed to determine if perceptual differences exist concerning the competence of women as managers in these organizations depending on whether an individual has or has not been supervised by a woman. Significant differences were found in only one area: the motivation of women to manage. [ABSTRACT FROM AUTHOR]

Few studies have attempted to examine how American managers actually manage while on assignment in foreign countries or the effectiveness of these managerial behaviors. This study compared the self-reported managerial behaviors of American expatriate managers in Hong Kong to a sample of American managers in the U.S. and Hong Kong Chinese managers in Hong Kong. The results from the study indicated that American expatriate managers in Hong Kong exhibit very similar managerial behaviors to the sample of managers in the U.S. However, while these managerial behaviors were positively related to job performance for the managers in the U.S., they were not related to job performance for the expatriates in Hong Kong, nor were these managerial behaviors related to job performance for Hong Kong Chinese managers in Hong Kong. [ABSTRACT FROM AUTHOR]

The article describes a technique used to help students glean the multidimensionality in an organizational situation and, thus, better appreciate the manager's point of view. The technique is elaborated through the use of a case study, the Brady Training Program, which appears in the textbook, "Effective Behavior in Organizations." The case addresses the distinction between formal and informal practices and behavior. It is typical of cases used to understand group and organizational dynamics, processes, and cultures.

Research into managerial jobs and behaviour has been appropriately criticized for being acontextual and atheoretical. Hales (1986) suggested that role theory could provide one suitable theoretical framework. This article assesses the merit of that suggestion and then develops it by proposing a theoretical model of the antecedents of a manager's impact on the expectations held by others that partially define the job. The analysis integrates research from the fields of managerial behaviour, leadership dyads, symbolic interactionism, and idiosyncratic jobs to produce a more comprehensive model of the determinants of 'expectation enactment' in managerial jobs. It brings an enactment or 'emergence' perspective to the field of managerial jobs and behaviour that is consistent with recent developments in other parts of the organizations and management studies literature. Implications for future research are discussed. [ABSTRACT FROM AUTHOR]

This article presents information on the attitudes of French managers regarding the administration of their firms. The malaise felt by managers has become an important feature of collective sensibility during the past two to three years, at least as it is articulated and disseminated by the mass media. The article investigates what real problems are hidden behind the fashionable clichés and hasty generalizations so readily employed and whether there is a real feeling of malaise. The author refers to the article "Etude Psychologique sur les Attitudes des Cadres Franç ais" published in 1971. This study reveals the existence of a considerable sense of anxiety among French managers and interprets it existentially by pointing to the crisis of civilization this anxiety reflects. The sense of malaise is real and is very widespread. But the perspective taken minimizes an interpretation in terms of a crisis of civilization and to place greater emphasis on the internal problems of companies.

The article cites key findings from the 2007 Deloitte & Touche USA Ethics and Workplace Survey on various issues relevant to human resources management. Research findings indicate a strong relationship between the work/life balance and positive ethical behavior at work, as well as the key role played by factors such as the behavior of direct supervisors and managers and the positive reinforcement for ethical behavior on the promotion of ethical behavior in the workplace. Also cited are the issues' implications for human resources management.