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This article examines the differences between federal, state, and jurisdictional recreational cannabis laws and how these differences are creating challenges and risks for organizations. Research for this article was conducted by surveying 118 managers and supervisors from varying businesses across the U.S. to gauge their perspective on training needs when determining and confronting potential cannabis impairment in the workplace. Realizing managers and supervisors may not be knowledgeable of rapidly evolving state, district and jurisdictional cannabis laws, a brief training was provided to managers and supervisors, after which they were asked to answer some of the same questions to see if their responses were affected. This research revealed that managers and supervisors overwhelmingly want impairment detection training, access to Subject Matter Experts (SME's), and resource material when needing to determine potential cannabis impairment in the workplace. This research also revealed that managers and supervisors have a very low confidence level in their ability to detect cannabis impairment in an employee. Gender plays a role in manager and supervisor stress level and desire for access to resource material to detect cannabis impairment. Organizations that review and amend their drug and alcohol policies to align and comply with changing cannabis laws, educate employees on the dangers of working while impaired, and develop robust cannabis impairment detection training for managers and supervisors will be best positioned to comply with state, district and jurisdictional law, and most importantly, keep their employees safe within the workplace. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this article is to increase knowledge of managers' evaluation of the phenomenon of narcissism in contemporary organisations and their identification of both narcissistic manifestations among individuals managing organisations and personal branding activities of narcissistic nature. Design/methodology/approach: The study was of a partial, ad hoc nature, and it was conducted in the form of a diagnostic poll, based on a self-constructed survey questionnaire. Findings: The vast majority of managers surveyed agree that the internet and new media have reinforced the narcissistic traits of many individuals, inducing an eruption of egocentric behaviour in society, and that the human personality has become a commodity with a certain market value. More than 40 per cent felt that in companies, managers surround themselves with uncritical or dependent 'claqueurs' who uphold their idealised self-image, and that it is mainly those who are "glamorous" yet not necessarily effective in achieving business goals who get promoted. The most questionable statement for them was that in the company there is an organisational culture being shaped that emphasises norms and values which eliminate narcissistic attitudes and behaviours among employees. The main manifestations of narcissistic attitudes of organisational managers included striving to dominate others and devaluing others, thus indicating narcissistic competition. In their view, self-indulgence, inconsistency and distortion of reality, excessive social media presence, boasting and focusing attention solely on oneself are all narcissistic actions used when building a personal brand. More than half of them create themselves as they want to be perceived by others, and one in five respondents admitted that they focus on constantly monitoring themselves and their image, trying to guess "what others think of me". Research limitations/implications: The empirical study was conducted using the purposive sampling method and the target group was managers - graduates of the postgraduate course "Manager's Academy". Due to the small research sample (68 responses), it is not possible to generalise the findings to the entire population. The findings obtained relate to the perception, subjective evaluation of the managers surveyed and are not based on methods known in the clinical field for measuring narcissism, which may be a certain limitation of this study. Practical implications: The findings obtained from the study may be useful for business owners and managers of various levels interested in conscious and consistent personal branding and who want to know what manifestations of narcissistic attitudes of individuals managing organisations are and which personal branding activities bear the hallmarks of narcissism. The findings may also be of interest to human resource professionals responsible for shaping an organisational culture that emphasises norms and values that eliminate narcissistic attitudes and behaviours among employees. Social implications: Raising awareness of narcissistic attitudes of managers who are building a personal brand as well as highlighting the phenomenon of narcissism in contemporary organisations. Originality/value: The article is of cognitive value for the development of knowledge in management and quality sciences, in the area of human resource management. [ABSTRACT FROM AUTHOR]

The aim of this paper is to identify and explore nature of superior-subordinate relationship and the different uses of empowerment in organizations where employees and managers are of different nationalities. The hypothesis formulated in the study was that a correct relationship fosters empowerment, but this is conditioned by whether or not the work environment is an international one. The research was conducted using the CAWI technique on a non-randomly selected sample of 277 respondents, and confirms a positive correlation between empowerment and the quality of relationships, and also between empowerment and the type of relationship. Moreover, the perception of relationships is modified when an international working environment is considered. In all models, the formal relationship proves to be an irrelevant factor in the use of empowerment. As far as the origin of the superior is concerned, when the superior is a foreigner, the quality, and not the type of the relationship, is the crucial factor. However, an informal relationship becomes important when there are no foreigners. This may cause certain threats in a situation where the company expands internationally. [ABSTRACT FROM AUTHOR]

This paper is dedicated to the analysis of one of the current topics in the modern economy and human resources management. It explores the meaning and role of motivation as well as the importance of motivational factors in this process. The paper shows how managers motivate workers. Motivating is the most important thing managers face. Managers must direct and control the behavior of employees, and they will achieve this when they discover the factors that motivate workers. Looking throughout history, numerous theorists and psychologists have been engaged in researching the concept of motivation which can be related to the idea of a driving force that leads a person to a particular activity. In terms of historical facts, today's motivation can be defined as one of the most important components affecting work results, but at the same time one of the most difficult components to measure. Numerous theories of motivation have been developed throughout history, that is, theories that are based on different assumptions and emphasize different dimensions of human behavior. Managers' responsibility is to find the right combination between rewards that meet employee needs and motivation techniques while encouraging them to achieve higher performance. If managers want to become more effective, they need to control and understand the psychological factors in the work environment. They need to find out what factor motivates each individual to perform their job successfully. Only a satisfied employee can ensure success for his employer. If we want such an employee, we need to know his true needs. And if we want a satisfied team, we need to know the needs of each individual team member. [ABSTRACT FROM AUTHOR]

The rising cost of higher education has driven researchers and practitioners alike to identify areas of waste and search for practices associated with increasing efficiency. One area commonly targeted is human resources, where the dominant narrative focuses on the role of downsizing as a way to decrease cost. In contrast to workforce reduction, institutions could reduce inefficiencies by finding effective ways to avoid premature departure and strengthen the current workforce in higher education. In this study, we analyze employees' perception of their work conditions and sense of empowerment, in relation to job satisfaction, which has been found to increase productivity and reduce turnover. To illustrate and model key variables, we utilize structural equation modeling to analyze the relationship between our key latent constructs. We find empowerment is positively related to job satisfaction, while working conditions are not. [ABSTRACT FROM AUTHOR]

This study investigates the perceived politicization of organizational processes and their attitudes and beliefs about workplace politics. Perceived politicization is related to characteristics of respondents' jobs, their employing organizations, and demographic variables. It is proposed that perceived politicization may be one dimension of overall job satisfaction. [ABSTRACT FROM AUTHOR]

The central argument is that firm behavior is the result of how firms channel and distribute the attention of their decision-makers. What decision-makers do depends on what issues and answers they focus their attention on. What issues and answers they focus on depends on the specific situation and on how the firm’s rules, resources, and relationships distribute various issues, answers, and decision-makers into specific communications and procedures. The paper develops these theoretical principles into a model of firm behavior and presents its implications for explaining firm behavior and adaptation. © 1997 by John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

This paper develops a conceptual model combining ideas from organization theory and industrial economics. According to this model, objective industry environments influence managers' perceptions of their environments, and managers' perceptions influence structural adaptations. As well as industry environments, individuals' characteristics and organizational structures also influence managers' perceptions. In contrast with other models, this model examines managers' perceptions in terms of several dimensions. Managerial choice and organizational slack also influence structural adaptations to environments. [ABSTRACT FROM AUTHOR]

Many have acknowledged the favorable, even therapeutic, effects of humor. However, few have attempted to relate humor to the functions of management and leadership. Research on this topic could possibly convert an undeveloped resource into a tool that could enhance our ability to get things done. [ABSTRACT FROM AUTHOR]

This study is concerned with manager's behavior within the international personnel selection decision process. Managers play an active role in the process, and their behavior is influenced by their perception of the job environment, the candidate's qualifications, and the availability of persons qualified to fill the job. [ABSTRACT FROM AUTHOR]

The marginality component of personality appears appropriate for men who hold integrative management positions. Research reveals an association between the Self-Other Orientation measure of marginality and two marginal occupations. Marginality suggests open-mindedness and other favorable attributes of integrators. [ABSTRACT FROM AUTHOR]

Management literature is just beginning to explore in depth the uncertain and amorphous relationships that exist in organizations among people who are not in a direct chain of command. Increasing stress is being placed on the "horizontal" or "diagonal" relationships where no one is clearly "superior" and no one is clearly "subordinate." While the literature manifests increasing interest and attention on these relations, empirical evidence is scarce. The authors have embarked on a long range investigation of several executive positions whose relationships are essentially non-linear. The overall purpose is to get a more accurate picture of the authority-influence status of each of these functional specialists. This initial portion of the study deals with the corporate personnel director. [ABSTRACT FROM AUTHOR]

The article focuses on the concept of excellence in business and management. It states that utilizing traditional quantitative measures such as net profits and per cent of participation in work markets results in questions about the level of excellence in U.S. businesses. It suggests that excellence of performance is more important than quantity in the global marketplace. It comments on expectations of management in the workplace. It states that the behavior of employees and executives is largely determined by the expectations of people around them, which is a basic tenet of role theory.

This article discusses the importance of environments for managers’ successful introduction of a new management technique. Two empirical examples illustrate the interrelatedness of external and internal environments and its consequences for the propensity of organizations to accept and implement managerial propositions. It is suggested that an intrusive external environment, which clearly relates to generally accepted facts, facilitates managerial action and makes organizations change prone. Mangers, who seek to forestall future environmental problems, in contrast, seem likely to meet with a hostile and conservative internal environment. In both instances managers depend on the social construction of the external environment of their organizations. [ABSTRACT FROM AUTHOR]

This study examines a mediated model of ethical leadership on ethical climate, turnover intention, and affective commitment. It is suggested that managers are role models in their organizations. Specifically, through ethical leadership behavior, managers can influence perceptions of ethical climate, which in turn will positively influence organizational members' turnover intention, and affective commitment. The results indicate that ethical leadership has both direct and indirect effect on affective commitment and turnover intention. The indirect effect of ethical leadership involves shaping perceptions of ethical climate, which in turn, engenders greater affective organizational commitment and less turnover intention. [ABSTRACT FROM AUTHOR]

Purpose – The aim of the research is to investigate how managers' personal traits, emotions and attitudes shape their tolerance of ambiguity (TOA); and consequently, the influence of managers' ambiguity tolerance in organizations' financial performance. Design/methodology/approach – Survey data were collected from 54 Greek banks. A total of 412 senor-level managers completed questionnaires examining TOA, personal traits, emotions and attitudes in the workplace. Principal components analysis and ordinary least-squares regressions were used to explore the hypotheses of the paper. Findings – Three factors characterize managers' emotions in the workplace, namely pleasure, arousal and dominance; and, respectively, two factors their involvement, namely importance and interest. Further, locus of control, importance, job satisfaction, pleasure and organizational commitment critically affect managers' TOA, which, in turn, seems to influence positively organizations' profitability. Research limitations/implications – Further research is required in Greek banking industry regarding the influence of managers' emotional and cognitive attributes in organizations' financial performance. Likewise, this research should be expanded to other industries. Practical implications – The findings provide further support on the significance of emotional and cognitive attitudes in the workplace; the paper suggests policies to enhance managers' TOA, and thus, organizations' profitability. Originality/value – The originality of this study lies in the finding that emotional and cognitive characteristics affect managers' TOA, which, in turn, influences significantly organizations' profitability. Another significant contributing factor is that the study is carried out in Greece, where few studies have been conducted in this area. [ABSTRACT FROM AUTHOR]

Commercial banks are banks engaged in classic business of accepting deposits and giving loans as against merchant banking, where the primary responsibility is to help business by raising loans. NPA's in banks have reduced their profitability and goodwill in the eyes of customers. Leadership styles of Managers' in banks at various levels provide a sound background to the banking industry. Trait, behavioural and situational leadership studies, ability, dynamism, perceptions, attitudes of bank managers are helpful to manage problems in the banks and hence improvement in their performance. The study suggests that to adopt participative leadership style to emphasize state development by infusing at each level of management with a serve of belonging and involvement. Senior level managers should develop work place relationship, which is one of the critical skills, every leader in today's work environment and need to possess. [ABSTRACT FROM AUTHOR]

Purpose. This study tested a repeated-measures application of the Leading by Example (LBE) questionnaire, a self-report instrument measuring organizational leadership support for health promotion. Design. The efficacy of the LBE was tested, in a quasi-experimental health promotion, intervention trial. Twelve worksites were assigned to three intervention conditions (i.e., control, moderate, high intensity). Setting. The worksites were selected from a large U.S.-based chemical company. Subjects. Baseline data were collected from employees in various job roles in 2005 (N = 125). Follow-up data were collected in 2006 (N = 114) and 2007 (N = 106). Response rates ranged from 54% to nearly three-fourths of potential respondents. Intervention. Worksites assigned to both treatment conditions received changes in the built, environment via supports for weight management. Worksites assigned to the intense condition received additional elements designed to impact leadership's support for a positive health promotion climate. Measures. Four LBE factors measuring management support for health were assessed over time. Analysis. The Kruskal-Wallis H-test and analyses of variance/covariance were used to compare LBE scores. Results. Significant changes from baseline to 2006 were identified for the four factors (p = .000) of the LBE. No significant changes were found from 2006 to 2007. Conclusions. The LBE effectively captured perceptions of management support for health. Researchers and practitioners alike should consider using the LBE to track and evaluate perceptions of management support for health promotion. [ABSTRACT FROM AUTHOR]

BACKGROUND: In March 2005, Armenia enacted legislation protecting employees from secondhand smoke. This research was the first attempt to understand the attitudes, beliefs and practices of managers of public and private enterprises regarding smoke-free worksite policies. METHODS: Mixed methods were used. The study team conducted focus group discussions with worksite administrators to explore their beliefs, attitudes and practices related to worksite smoking. These findings guided development of a quantitative instrument to collect more representative data on the same issues. Using stratified random sampling, 243 worksites were interviewed from June-July 2005, representing state/municipal, health, educational, culture and business institutions in three of Armenia's largest cities. RESULTS/DISCUSSION: Smoking-related practices differed significantly across institutions. More than half of the managers (55.6%) reported having smoking restrictions at worksites, including 37.0% who reported smoke-free workplaces; however, smoking or the presence of ashtrays was observed in 27.8% of workplaces reported to be smoke-free. A substantial proportion of the administrators favored both banning indoor smoking and allowing smoking in special areas. Only 38.0% of managers were aware of employees' existing legal protections from exposure to secondhand smoke. Knowledge of these regulations was not related to adherence to smoke-free worksite policies. The research also revealed widespread confusion between the concepts of worksite smoking restrictions and smoke-free workplaces. Public awareness campaigns that promote promulgation and enforcement of worksite smoking regulations could increase employee demand for smoke-free worksites. CONCLUSION: As one of the first studies to investigate smoking-related worksite practices, attitudes and beliefs in former Soviet countries, these findings provide insight into law enforcement processes in economies in transition. [ABSTRACT FROM AUTHOR]

Managerial derailment can harm the manager, the morale of coworkers, and can be costly to the organization. Using the logic of social exchange theory and “trickle-down” studies, managers who work effectively with upper management may also work effectively with others. In a field study using a sample of 1,978 practicing managers, the effectiveness of a manager's relationships with upper management positively related to the manager's ability to put people at ease, relating to lessened boss, direct-report, and self-ratings of the extent to which the manager displays the behaviors and characteristics that may lead to potential derailment. Effectively working with upper management may thus have positive implications for the treatment of others, and the potential to derail. [ABSTRACT FROM AUTHOR]

Human values are desirable goals that vary in importance and serve to guide people's lives. This study addresses the following issue: what personal value dimensions emerge from a group of Brazilian executives and which one is the most important? This is a descriptive and quantitative study, employing an exploratory factor analysis of personal values. The most prominent personal values were identified in a group of Brazilian executives, in this study, the personal value dimensions found were Civility, Self-direction, and Conformity. The dimension that received the highest scores was Civility, whereas the least important values were those related to conformity. [ABSTRACT FROM AUTHOR]

The paper explores the impact of the physical environment on employee resistance and accommodation. The findings suggest that the physical nature of call centres, whether purpose built or not, can be a focus of employee dissatisfaction and reflect broader, less concrete conflicts. It notes that the advantage of the physical environment as an arena for resistance lies in its tangibility. [ABSTRACT FROM AUTHOR]

Purpose - With mounting complexity and interdependence and the increasing pace of change in organizational environments, leadership agility has become a much-needed competency This article aims to report research findings that appear in a new publication. Design/methodology/approach - The study on which this article is based included a total of 604 subjects. Of these, 384 were participants in previous research studies that identified each manager's "stage of ego development" as measured by the Washington University Sentence Completion Test (SCT). The other 220 managers, who provided in-depth case studies, were clients, interviewees, or evening MBA students, whose stage of ego development was also assessed. Findings - This study identified five levels of leadership agility, each of which corresponds to a stage of adult ego development. It also resulted in the discovery of four leadership agility competencies (context-setting, stakeholder, creative, and self-leadership agility) and eight underlying capacities that evolve as managers develop from one level of leadership agility to another. Research limitations/implications - Fruitful areas for future research include: expanding knowledge about how leaders develop from one level of agility to another, identifying the competencies and capacities associated with the level beyond synergist, and better understanding the stages or levels of organizational development that parallel the levels of leadership agility Practical implications - This research has significant implications for an "integral" approach to leadership development that places emphasis both on professional skills needed in complex, rapidly changing environments and on the mental and emotional capacities that underlie these skills. Originality/value - Managers and leadership development professionals both can benefit from the fresh perspective presented in this article. [ABSTRACT FROM AUTHOR]