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We examine voting by a board designed to mitigate conflicts of interest between privately informed insiders and owners. Our model demonstrates that, as argued by researchers and the business press, boards with a majority of trustworthy but uninformed "watchdogs" can implement institutionally preferred policies. Our laboratory experiments strongly support this conclusion. Our model also highlights the necessity of penalties on insiders when there is dissension among board members. However, penalties for dissent appeared to have little impact on the experimental outcomes. [ABSTRACT FROM AUTHOR]

This article examines the link between managers' careers and the strategic behavior of the companies they manage. We argue that despite the theoretical and practical importance of this topic for the strategic management of organizations, the results of research to date have been contradictory and confusing, partly because of two substantial gaps in the underpinning theory. Implicit theories about the impact of work history on managerial characteristics are not made explicit, and a conceptual bridge is needed between individual and organizational levels of analysis. Ideas from research on decision-making studies, top management team behavior, and the strategic management literature are reviewed to yield an integrative model that specifies a set of propositions defining a program of research designed to shed light on the nature of the link. [ABSTRACT FROM AUTHOR]

El artículo discurre sobre la gestión de los recursos humanos en el mundo empresarial actual. La autora provee una serie de consejos para emprendedores, incluyendo actuar con la verdad, identificar valores similares y formalizar la gestión. También se considera la actitud apropiada que se debe expresar los emprendedores.

Abstract: The present study explores Greek managers’ perceptions towards CSR as well as their attitudes regarding the institutionalization of CSR. Our findings indicate that most companies have an internal management function that executed CSR programs which were mostly oriented towards society, environment and employees. The way CSR is managed depends on the size of the company. Moreover Greek managers believe that CSR activities offer a number of benefits. Interestingly, managers who believe that CSR activities should be communicated and evaluated externally by a national agency tend to hold a strong positive attitude for the institutionalization of CSR. [Copyright &y& Elsevier]

The article presents a study on the three different types of personnel in the ambidextrous organization in Germany. It has been stated that an organization must possess employees with the traits of a manager, entrepreneur and leader; the three types of personnel. These personnel are important to adapt to the rapidly changing market. It provides a comparison of the different traits of the three personnel which is essential in the operation of a firm. However, a balanced portfolio on the plans and innovations of the firm should be prepared to be able to manage the differences in an ambidextrous organization.

Copyright of Réseaux (07517971) is the property of Editions La Decouverte and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Journal of Small Business & Entrepreneurship is the property of Routledge and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The purpose of this paper is to measure the impact of inspirational intelligence, charisma (idealized influence), inspirational motivation, intellectual stimulation and individualized consideration on transformational leadership. A three dimensional scale has been used which includes the characteristics of manager's inspirational intelligence. These dimensions are acceptance, self-identity, and purpose and values. In the first part the theoretical studies which are related with the concepts of transformational leadership and inspirational intelligence and their dimensions and their dimensions are emphasized. In the second part the empirical study has been conducted on graduate students studying management. The study which is conducted on 126 students was intended to measure whether individuals with high inspirational intelligence are more inclined towards transformational leadership. With this study the degree of influence of inspirational intelligence on transformational leadership and their relationships with each other. It has been found that individuals with high inspirational intelligence are more inclined towards transformational leadership. [ABSTRACT FROM AUTHOR]

Today, HR scholars widely acknowledge that realising HRM requires the involvement of all managers and that the personal motivation of line managers plays an important role in their successful involvement. Yet, previous research has neglected to study how line managers rate the importance of particular HR duties and how the importance assigned to HR duties varies across managers. Based on a survey of 1,500 Danish managers, we find that ‘motivating others’ is considered the most important HR duty whereas ‘team building’, ‘handling conflicts’ and ‘coaching’ are considered the least important HR duties. Female top managers in the public sector exhibit the greatest interest in HR whereas men at lower managerial levels in the private sector give lowest priority to HR work. We conclude with possible explanations for the observed differences in a Danish context and beyond and provide suggestions for facilitating managerial involvement in HRM. In doing so we are well aware that the Scandinavian model of HRM in general and the Danish implementation in particular may represent a unique frame for the results. [ABSTRACT FROM AUTHOR]

The author suggests business leaders to refocus on credibility as it is considered as one effective way of handling the business amidst the economic downturn. He explains that business leaders should refocus on gaining the credibility of not only their executives and managers but also members of the business community for them to show their effectiveness in the market as well as to relay to their customers that they can survive the economic crisis. He cites trust as one important factor in establishing credibility. He also mentions professionalism and the acronym SHINE, which stands for supportive, honest, informative, no-nonsense, and enthusiastic as another crucial factors.

The article titled "Change, globalization and management" explores the relationship between change, globalization, and the evolution of management. It discusses how management has been influenced by repeated changes at the organizational level and the tendency of globalization. The article also highlights the importance of attracting employees in management activities, forming joint boards between employees and managers, and implementing profit-sharing systems. It emphasizes the need for exceptional organizational skills, entrepreneurial spirit, continuous improvement of staff, and the ability to adapt to globalization. The article concludes by suggesting that thinking and acting in management will undergo significant changes in the future. [Extracted from the article]

Copyright of Quality - Access to Success is the property of Romanian Society for Quality Assurance (SRAC) and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

It's hard to find any company that isn't concerned with change. But are the company and its leaders capable of changing? Michael Jarrett has pinpointed the five factors that separate the change masters from the change challenged. [ABSTRACT FROM AUTHOR]

The objective of this paper is to take a first step in developing a theoretical framework describing the role of HRM in successful CI, based on the current literature from both fields. To this end, elements from the Cl Maturity Model and a framework depicting the role of HRM in innovation serve as a foundation for examining how specific bundles of HRM practices utilised during different phases of the CI implementation process may contribute to sustained organisational and enhanced operational performance. The primary contribution of this paper is theoretical; however, the framework has practical value in that it suggests important relationships between HRM practices and behaviours necessary for successful CI. A preliminary test of the framework in an empirical setting is summarised at the conclusion of this paper, where a number of possible research avenues are also suggested. [ABSTRACT FROM AUTHOR]

This article explores managerial behaviour as a potential source of social capital in the workplace. Using content-coded data from the full population of organizational ethnographies (N= 204), we explore facets of workplace behaviours and relations that have been difficult to evaluate using survey-based techniques. Analysing ethnographic-based data with multivariate techniques, we find that competent management leadership, in particular, has widespread and significant effects on important workplace outcomes such as job satisfaction, organizational citizenship behaviour, and co-worker infighting. The findings highlight the value of cross-methods techniques for evaluating and extending existing workplace theories. [ABSTRACT FROM AUTHOR]

In this article, we show that, in high-tech industries, there are significant differences in the Habitual Domains (HD) of technologists/researchers (T/R) and managers/leaders (M/L). The differences are measured specifically in the following: characteristics, attitudes toward career and life, perception of business problems, business competences and resources. We then describe how a T/R can effectively transform himself/herself into a successful M/L, by transforming his/her HD closer to that of a successful M/L. [ABSTRACT FROM AUTHOR]

Corporate America is institutionalizing ethics through a variety of structures, systems, and processes. This study sought to identify managerial perceptions regarding the institutionalization of ethics in organizations. Eighty-six corporate-level marketing and human resource managers of American multinational corporations responded to a mail survey regarding the various implicit and explicit ways by which corporations institutionalize ethics. The results revealed that managers found ethics to be good for the bottom line of the organizations, that they did not perceive the need for additional formalization of ethics, and that they perceived implicit forms of institutionalizing ethics (e.g., leadership, corporate culture, top management support) to be more effective than the explicit forms of institutionalizing ethics (e.g., ethics officers, ethics committees, ethics newsletters). Implications of the survey and future research directions conclude the paper. [ABSTRACT FROM AUTHOR]

Recent events have generated considerable interest, but little empirical evidence, in Russian management. This observation study of a sample of managers (N=66) in a large textile factory in Russia used the same definitions, methodology and procedures as a stream of research conducted by Luthans and his colleagues on U.S. ‘Real Managers’ (see Luthans, Hodgetts and Rosenkrantz [1988]). Similar to American managers, the Russian managers in this factory were observed, in order, to perform traditional management, communication, human resources and networking activities. Also similar to the managers studied in the U.S., the Russian managers' networking activity generally related to their success. The relationship between the Russian managers' various activities and their effectiveness was less clear, but, like the American managers, the communication activity was a significant predictor across analysis techniques. The implications these findings have for Russia's transition to a market economy are discussed. [ABSTRACT FROM AUTHOR]

The character and conduct of the manager has formed a central focus of attempts to govern economic life throughout the present century. And current programmes of organizational change involve radical attempts to reconstitute the nature and conduct of management. This is attempted through the identification and implementation of management competencies. Discourses of organizational reform such as human resource management, total quality management and business process re-engineering all place a critical emphasis on anti-bureaucratic, organic and flexible forms of organization, which are also seen to require the development of particular capacities and predispositions among managers. Essential to their vision of 'managerial work' is a composite of 'entrepreneurial' attributes. Management competencies appear to offer a congenial method for the reconstitution of the manager along 'entrepreneurial' lines, not simply because they are inherently founded on managers' self-management and self-presentation of identified behaviours, but also because they represent individualized forms of business functions (and are often associated with the establishment of market relations within the organization). [ABSTRACT FROM AUTHOR]

Links between organizational strategy, human resources (HR) policies, and the employment relationship are investigated through surveys of US executives and HR managers. Human resources policies are measured as both an overall philosophy (an internal to an external focus) and a series of items. The items factor into four dimensions: retention, staffing, performance and compensation. Results indicate that staffing policies are associated with organizational strategy. Retention policies are related to the employment relationship. However, the overall HR philosophy is not related to either organizational strategy or the employment relationship. The findings indicate that relationships between organizational strategy, HR and the employment relationship are more complex than previous models had indicated. [ABSTRACT FROM AUTHOR]

An executive's position and an attendant's responsibilities clearly separate him or her from other levels of management. An executive is not a functional manager but rather a visionary who must think in more abstract terms, move from tactical to strategic thinking, allocate resources to fulfil planning requirements, and maintain integration of larger numbers of functions and people. In order to meet the abstract needs, the human resource development, HRD professional must begin to recognize and understand the diversity and complexities with which today's executive must contend. The starting-point to identifying executive development needs begins with some investigative background work. This entails studying the organization's culture, its origin and history, its mission statement, its goals and objectives, its current business environment in terms of competition, its current as well as projected growth, its operational policies and structure, and the attitudes of its employees. Once the HRD professional has a clearer understanding of the company's history, the environment in which it operates on a day today basis, and the overall demands of leadership, he or she can then set about designing and conducting executive development needs assessments, which will highlight not only immediate but also future needs.

The article focuses on several studies on Human Resource (HR) management and attitudinal attributes of successful managers. The study conducted by Orion Partners Inc. reveals that successful HR leaders continue to seek for improvement one after the other, in which 73% of the study's respondents had leadership positions before their current role. Meanwhile, a survey conducted in Europe by Krauthammer regarding the attitude that employees seek from their managers asserts that 80% of the respondents seek for a manager who is willing to admit mistakes. However, the survey claims that only 43% of managers do the said practice. Moreover, a report from Regus indicates that two thirds of business leaders initiate changes to their workplace models.

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.

Reports on the results of a survey regarding changes in corporate staffs in the United States. Challenges executives face in managing staff functions; Flexible and pragmatic approaches to the organizational placement of staff resources; Views of top executives at major companies.

The article provides information on the results of a survey conducted by the Management Centre Europe about the ability of Europe's chief executive officers (CEO) in leading their companies. Based on the results, the business leaders in the continent fail in five major areas and one of the conclusions of the study is that they are not that good in managing their businesses. Nine out of ten managers say that CEOs should be able to build effective teams and 83 % of the respondents say that they should surround themselves with the right people.