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The lack of women in Science, Technology, Engineering, and Mathematics (STEM) careers is a multifaceted problem, and there may be various levers for change (e.g., managers' attitudes). Whereas most previous studies have focused on educational aspects, we targeted later career stages: We measured managers' gender role attitudes because managers can be a source of support or discrimination. In fact, women in STEM fields report less support and more discrimination than STEM men or non-STEM women do. Using a large and representative data set from the Socio-Economic Panel (SOEP) in Germany, we compared traditional gender role attitudes in STEM versus non-STEM fields with ordered probit regressions and a multiverse analysis. We found that male, older, non-managerial, and non-STEM employees had more traditional gender role attitudes than others. Additionally, we found a gender gap: For men, older employees had more traditional gender role attitudes; for women, age did not matter, but female managers had less traditional gender role attitudes than nonmanagers. Reasons for this trend might be selection (e.g., women with traditional attitudes might abandon their careers earlier) or socialisation (e.g., female managers' attitudes may change in male-dominated environments). Implications for women's careers are discussed. [ABSTRACT FROM AUTHOR]

Managerial attitudes are often seen as critical to sustainable employee participation practices, yet very little is known about how managers act within employee voice fora. We examine managements' decision to actively consult with employees, and by doing so contribute to industrial relations debates concerning the role of managerial prerogative and trust to better understand the attitudes of managers towards elected employee representatives. Using evidence from a 2‐year longitudinal study of non‐union employee representation, we report on how managements' perception of risk about sharing information with employee representatives influences their decision as to how to consult with employees. The findings show that managers can be unwilling to share information with employee representatives, which constrains the depth and scope of consultation. The role of management decision‐makers, typically the I&C fora Chairperson, is highlighted as champion for, or obstacle to, consultation. Lastly, the data illustrate that I&C is viewed by management as a lower strategic organizational priority, and how extending worker voice is constrained by the importance management place on maintaining their presumed prerogative of control. Implications for theory and practice are discussed. [ABSTRACT FROM AUTHOR]

This study analyzes the effects of psychological capital and managerial attitudes on the relationship between budgetary participation and management performance in budgeting activities. The study addresses a gap that exists in the budgeting research, tackling the effects of individuals’ mental states and behaviors on the relationship between budgetary participation and management performance in an integrated way. The interactive effects of cognitive and personal, behavioral, and environmental factors enable us to understand the factors present within the budgetary context that influence the relationship between budgetary participation and management performance, which provides an explanation for the conflicting results found in the literature, denoting in which conditions the effects of participation on performance can be obtained. The research innovates by evaluating, based on an interactionist approach, predictive factors for management performance within the budgetary context, contemplating the analysis of cognitive and personal (psychological capital), behavioral (managerial attitudes), and environmental (budgetary participation) factors, providing an explanation for the effects of budgetary participation on management performance in budgeting activities. A survey was conducted with 245 controller professionals from industries in the South Region of Brazil, chosen using the LinkedIn social network, and the data were analyzed via structural equation modeling (SEM). This revealed the positive joint indirect effects of psychological capital and of managerial attitudes on the relationship between budgetary participation and performance. The results converge with the social cognitive theory (SCT) approach, as it can be inferred that cognitive and personal aspects influence human decisions and the level of effort employed by managers in activities carried out within the budgetary context. The results offer support for organizations to direct resources toward organizational practices that seek to improve managers’ positive mental states, which influence behavioral factors and their job performance. [ABSTRACT FROM AUTHOR]

In this study, we examined responses to institutional complexity by analyzing when and how organizations respond to a coercive institutional demand from a powerful constituent when other important constituents do not accept the demand as legitimate. We experimentally manipulated institutional complexity and gauged the time to compliance of 100 childcare managers in the Netherlands, and then asked them to describe and explain their anticipated responses to multiple pressures. We found that institutional complexity leads decision makers to delay compliance, but usually not passively: decision makers used the time before compliance to attempt to reduce institutional complexity by neutralizing opposing pressures, challenging the coercive pressure, adapting the practice to suit opponents and their own personal beliefs, and/or waiting to see how the situation would unfold as multiple parties influenced one another. We found two factors influenced decision makers' choice of responses: (1) their interpretation of institutional complexity and (2) their personal beliefs toward the practice itself. Our findings contribute to an emerging understanding of how decision makers interpret and respond to institutional complexity, and thus complement recent studies in the institutional complexity literature. [ABSTRACT FROM AUTHOR]

We provide here a general mathematical framework to model attitudes towards ambiguity which uses the formalism of quantum theory as a "purely mathematical formalism, detached from any physical interpretation". We show that the quantum-theoretic framework enables modelling of the Ellsberg paradox, but it also successfully applies to more concrete human decision-making tests involving financial, managerial and medical decisions. In particular, we elaborate a mathematical representation of various empirical studies which reveal that attitudes of managers towards uncertainty shift from ambiguity seeking to ambiguity aversion, and viceversa, thus exhibiting hope effects and fear effects. The present framework provides a promising direction towards the development of a unified theory of decisions in the presence of uncertainty. [ABSTRACT FROM AUTHOR]

The relationship between sex role stereotypes and perceived requisite management characteristics among men and women who were managers was examined and compared with the results of studies of managers made 15 years ago. Results indicate that male middle managers still adhere to a male managerial stereotype. Female middle managers, however, no longer sex-type managerial jobs. [ABSTRACT FROM AUTHOR]

This study investigated the relationship between company orientation toward managers' wives and conformity behavior of managers and wives. The findings indicate that managers and their wives are relatively more conforming than the general population. The significantly higher conformity scores of managers may well be due to organizational pressures for conformity. [ABSTRACT FROM AUTHOR]

A search of the literature led to the formulation of some hypotheses that Japanese-American managers in Hawaii may be influenced in their attitudes by their ancestral culture. Empirical research produced findings which suggested that there were some differences in the managerial sample studied that could be attributed to culture. [ABSTRACT FROM AUTHOR]

The purpose of this article is to bring together a summary of research on motivation of scientists and engineers in combination with data from interviews with ten scientists and engineers in a large research and development laboratory. Those interviewed were managers, who functioned on various levels. In order to present this summary, the device of a hypothetical clinical study of one George Engineer was chosen. [ABSTRACT FROM AUTHOR]

This article reports a portion of the findings of research conducted to determine the attitudes of select French and Dutch advertising agency leaders and German marketing executives regarding specific standardized advertising issues. These findings are compared with results obtained in earlier studies of U.S. advertising agency and corporate executives and the differences are highlighted. [ABSTRACT FROM AUTHOR]

Theory predicts that entrepreneurs have distinct attitudes toward risk and uncertainty, but empirical evidence is mixed. To better understand the unique behavioral characteristics of entrepreneurs and the causes of these mixed results, we perform a large "lab-in-the-field" experiment comparing entrepreneurs to managers (a suitable comparison group) and employees (n D 21288). The results indicate that entrepreneurs perceive themselves as less risk averse than managers and employees, in line with common wisdom. However, when using experimental incentivized measures, the differences are subtler. Entrepreneurs are only found to be unique in their lower degree of loss aversion, and not in their risk or ambiguity aversion. This combination of results might be explained by our finding that perceived risk attitude is not only correlated to risk aversion but also to loss aversion. Overall, we therefore suggest using a broader definition of risk that captures this unique feature of entrepreneurs: their willingness to risk losses. [ABSTRACT FROM AUTHOR]

The notion of what constitutes a career is interdisciplinary by nature, congregating views from an individual, organizations and society. Nevertheless, despite progress in discussions on the subject, recent studies have pointed towards the limitations of currently used theories, calling for greater interdisciplinarity (Arthur, 2008; Chudzikowski & Mayrhofer, 2011; Khapova & Arthur, 2011; Lawrence, 2011), since little evolution has occurred in this sense. In order to respond to the need for multidisciplinary research in career studies, this paper aims to present and illustrate the potential use of life histories by analyzing the influences and limits on seven Brazilian executives' career paths through this method. Results are presented in two broad categories of analysis: (a) contextual influences on careers involving changes in the Brazilian economic and organizational setting, increased competition and need to increase knowledge in face of globalization, mobility demand and gender discrimination; (b) life stages and career choices, including individual aspects of their trajectories, such as family values, choice of undergraduate courses, entering the labor market and parenthood. [ABSTRACT FROM AUTHOR]

Emotions have not received sufficient attention in business ethics. This paper identifies the positive role of emotions in human judgment and attitudes. It then argues that emotions as well as feelings on the part of managers and their employees can be positive forces for both business managers and for the organizations they lead. Allowing emotions a stronger role in business affairs could serve in putting a more human face on both managers and their organizations. [ABSTRACT FROM AUTHOR]

Research studies on Corporate Social Responsibility (CRS) often focus on revealing corporate leaders' attitudes toward various issues of CSR. The position of the present paper is that to understand CSR, we must grasp the collaborative perspective of CSR, and discern the attitudes of community leaders as well as corporate leaders. To this end, the study compares attitudes of community leaders with those of corporate leaders in three localities in Israel. The study examines various issues of CSR, highlighting the benefits to both community and corporation of reciprocal relations. Results from t-tests confirmed significant differences between the groups. Some important implications for CSR particularly in terms of collaboration between community and corporation are discussed. [ABSTRACT FROM AUTHOR]

Compares the desirable leadership traits and leadership traits actually exhibited by Mainland and Hong Kong Chinese and expatriate managers and supervisors. Determination of the perceptions of successful leadership behavior in the People's Republic of China (PRC); Differences in the Asian Chinese subcultures; Evaluation of the usefulness of a leadership evaluation instrument developed in the U.S. for use in the PRC.

Despite the fact that over half of the people in the US volunteer each year, there is little theoretical or empirical understanding of volunteer performance. In response, this study examined executive-level volunteers' multiple contributions of personal resources to a national health care advocacy organization. We expected higher contributions when demands from volunteer roles do not exceed desired levels of contribution, interaction with other volunteers is higher, role investments are higher, and motives to join are consistent with organization's mission. Regression analyses supported the relation of contributions to social interaction, role investments, and volunteer motives. Suggestions for enhancing the level of volunteer contributions to the organization are made. c 2001 Elsevier Science Inc. All rights reserved. [ABSTRACT FROM AUTHOR]

Theorizing about communication media attitudes and behaviors has drawn upon multiple theories (e.g., media richness, social influence). But these theories have often been pitted against each other rather than considered as complementary in more comprehensive studies. Furthermore, previous research has tended to focus more on newer communication media such as electronic mail rather than more traditional media. Finally, communication media research has studied attitudes toward media, use of media, and only occasionally media choice. Yet, all three dependent variables are important. This comprehensive survey hypothesized and tested multiple influences (based on multiple theories) in a study of media attitudes and behaviors. The media included electronic mail, fax, letters, and face-to-face meetings. The outcomes included media choice (an individual's decision to use a medium in a particular communication incident), media use (an individual's general pattern of use over time), and media attitudes (an individual's general subjective evaluation of media). Results suggested that a number of factors differentiated among media choices, including medium symbolism, message equivocality, distance between message partners, perceived media richness, number of message recipients, and perceived message recipients' attitudes. General attitudes toward the different media were influenced most consistently by perceived medium richness. New media attitudes were also influenced by personal technology interaction factors. General medium use was influenced by different factors for the different media. The results generally supported a comprehensive theoretical approach to understanding media attitudes and behaviors. All of the theories have some merit in explaining media attitudes and behaviors. But different factors, derived from different theories, were more important in accounting for each of the dependent variables-media choices, attitudes, and use. We hope that this investigation will help research in this area move toward the development of more integrative theoretical models. [ABSTRACT FROM AUTHOR]

Human Resource (HR) executives were surveyed with regard to their perceptions of academic HR research information. In general, the results suggest that HR practitioners' attitudes related to relevance, skepticism, and accessibility are not as negative as was commonly assumed. Still, some specific areas of practitioner concern were identified in the study. The executives' attitudes were also found to be significantly related to specific demographic and organizational variables. Interestingly, HR executives with Ph.D.'s had significantly more negative attitudes toward academic research than those without Ph.D.s. Male HR executives also viewed academic research as more irrelevant than their female counterparts. Attitudes also differed significantly as a function of organizational size and type of industry. [ABSTRACT FROM AUTHOR]

A model of correlates of executives' views of organizational politics was presented. The model incorporated three sets of variables: executives' background, values and attitudes. Data collected from 302 managers were used to validate the model. The results showed that precursors of executive perceptions of the ethics and effect of company politics were different. Values were stronger than background variables in explaining executives' views of company politics. [ABSTRACT FROM AUTHOR]

This paper investigates ethical perceptions among Hong Kong Chinese managers of themselves and peers according to age, location of education and employment (local vs. multinational), based upon responses to thirteen potentially unethical situations. The major conclusions of the study are: (1) there is little consistency among perceptions of ethical situations; (2) Hong Kong managers perceive their peers as more unethical than themselves; (3) ethical perceptions in some situations are affected by age and to a lesser extent, place of education; and (4) significant interactions were found between age and the nature of employer, as well as between the place of education and the nature of employer. To conclude, the management implications of these findings are discussed. [ABSTRACT FROM AUTHOR]

This article reports the results of a study of attitudes of future business executives towards issues of social responsibility and business ethics. The 455 respondents, who were MBA students during 1985 at one down schools from various regions in the United States, were asked to respond to a series of open-ended and closed-ended questions. From the responses to the questions the authors were able to conclude that future executives display considerable sensitivity, though to varying degrees, towards ethical issues in business. Women, in particular, tend to evince strong feelings regarding such issues. [ABSTRACT FROM AUTHOR]

Discusses the results of a U.S.-based survey of American Management Association members which aimed to provide information on the relative degrees of commitment of female and male managers to their careers, as opposed to their family or home life. Similarities in the values of male and female managers regarding commitment; Sex-role stereotypes about men and women; Reconsideration of basic assumptions about female managers.

This article presents a study in the attitudes of federal executives. Allocation of resources to competing political forces is considered one of the main functions of public administrators. The theory of representative bureaucracy begins with the following definition of responsiveness: If administrators and the public share value orientations, then the administrators will advocate and pursue courses of action the public would if it were able to congregate and had the administrators' expertise and information. The theory of representative bureaucracy does not stop with the similarity of attitudes or values proposition. In fact, no attempt at explicating or investigating representative bureaucracy has relied solely on the attitudes argument. Tracing back the process of attitude formation, proponents contend that attitudes are determined by the individual's social environment. Since the goal of a "representative bureaucracy" is a current policy issue, the validity of its theoretical justification is of more than academic concern. Adequate prescription requires that the theory be logically sound as well as empirically supportable.

A model of the antecedents of managers' perceptions of market situations as threats or opportunities (strategic framing) is examined in order to explore possible explanations for managers' tendency to overlook threats and opportunities which arise due to changing market conditions. The results indicate that threat and opportunity are not polar opposites, as assumed in the literature, and that threat and opportunity perceptions have different causes. Implications of the findings for enhancing the responsiveness of firms to changing market conditions are discussed. [ABSTRACT FROM AUTHOR]

This study has two objectives. The first is to assess the Arab managers' motivational effectiveness profiles. The relationships between n-Aff, n-Ach, n-Pow, and effectiveness are examined for Arab managers. The second is to examine the relationship between Arab managers' motivational orientation and job satisfaction. The relationships among n-Aft, n-Ach, n-Pow, and job satisfaction are investigated for Arab managers. [ABSTRACT FROM AUTHOR]

Enumerates certain attitudes and ways of thinking which will make executives fail. Treatment of office juniors; Refusal of extra work; Worrying about status; Tardiness on principle; Lack of tack in dealing with people.

Discusses issues about the jobs and responsibilities of line managers and those that hold staff jobs in the U.S. Line managers' reasons for saying that line men cannot be put in a line position; Staff men's reasons for saying that a line man cannot fill the shoes of a staff man.

Simple Summary: The attitudes and empathy of handlers influence human–animal interaction, thereby affecting their behavior toward animals. In this study, we evaluated the association between the attitude and empathy of livestock handlers towards the animals with the quality of human-livestock interactions. A structured survey instrument was used to assess managers' attitudes and empathy towards livestock. The quality of handling was assessed by recording the individual behavior of each handler during commercial handling procedures; furthermore, it was ascertained whether the quality of handling was affected throughout the workday. Associations were found between the quality of the interactions used by the handlers towards the animals and the positive or negative attitude and empathy scores. It has been concluded that there is an association between handlers' attitudes and empathy towards animals and the quality of human-animal interaction pre-slaughter. The human-animal interactions are a key component of human and animal welfare. The quality of this interaction can therefore be assessed by measuring the reaction response of the animals to the handler's behavior. The aim of this study was to investigate the association between attitude and empathy towards the animals with the quality of human-livestock interactions. Additionally, we aimed to investigate whether the quality of cattle handling deteriorates as the working day progresses. A total of 18 livestock handlers and 1514 Colombian commercial Zebu steers were evaluated. A questionnaire pack consisting of 50 questions regarding demographic information, attitude and empathy characteristics was applied, using a structured interview. Each handlers' responses to positive and negative attitude and empathy questions were calculated to produce a composite score. Observations of human-animal interactions were made at three times during the day (5:00, 7:00 and 9:00), each observation lasting 30 min. The handlers had an average age of 39.4 ± 3.4 y (range = 18–66 y), with little schooling but a lot of experience in the trade (17.13 ± 14.21 y). During handling, hitting, prodding and hand raising predominated over other actions (p < 0.05), and in response, the cattle behaved by freezing and running. Significant differences were found in the interactions used by handlers depending on the time of day (p < 0.05). The empathy total score ranged from 20 to 100, and the attitude total score between 24 and 120. The average attitude and empathy scores for handlers were 85.05 ± 6.92 (mean ±SD; range, 73–97) and 74.61 ± 4.72 (mean ±SD; range, 65–83), respectively. It has been concluded that there is an association between handlers' attitudes and empathy towards animals and the quality of human-animal interaction during pre-slaughter. [ABSTRACT FROM AUTHOR]

Describes the four major character types among electronics engineers and their managers. Character of the craftsman who holds on to traditional values; Company man who identifies with the large organization; Gamesman who represent the younger high-technology manager; Jungle fighter who plays a key role in advanced technology.

Explains that right attitude in managers can influence everything enough to accomplish a desired purpose. Definition of a correct attitude; Virtue of curiosity; Courage in managerial control; Attitude toward service.

Presents the attitudes of chief executive officers with regard to their allegiance either to company shareholders or the corporate entity. Danger in making the assumption that shareholders are a homogeneous group; Criteria commonly used in decision making.