Search

Positive service provider attitudes toward evidence-based programs, and evidence-supportive organizational environments are essential for effective implementation in community settings. Few studies have examined whether there are differences in attitudes between managers and providers. This study investigates attitudes toward evidence-based programs across three levels of manager and provider roles in an Australian place-based initiative for children delivered by a heterogenous, multiskilled social services workforce, and investigates whether attitudes are influenced by an evidence-supportive organizational environment. An online survey was conducted between 2018 and 2019, yielding 205 participants: 70 Facilitating Partner managers, 93 Community Partner managers, and 42 direct service providers. Nine attitudes toward evidence-based programs were assessed using multiple linear regression, with an evidence-supportive organizational environment included as a moderating variable. Differences in attitudes were found between the three roles, with direct service providers more likely to be supportive of evidence-based programs compared to Facilitating Partner managers. An evidence-supportive environment was a strong predictor of more positive attitudes, and moderated the effects for Facilitating Partner managers for three measures. This study highlights the importance of positive leadership and supportive organizational environments in social services community settings. Future studies could examine associations between attitudes, organizational environment and effective implementation for this workforce. [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]

Se presenta una lista de las 15 problemas que pueden afectar a los empresarios, incluyendo pensar que son inmunes a las regulaciones, la mala coordinación y la indiferencia a los otros empleados.

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]

With Turkey's developing role as a lead nation among emerging markets, the field of cross-cultural management becomes a key contributor to the interactions between Turkish and American professionals in the workplace. This study uses models of national cultural differences based primarily on the findings of Hofstede (1984), but it also incorporates those of Trompenaars and Hampden-Turner (1998) and the GLOBE project (2002), resulting in a comparative cross-cultural management analysis. In combining both academic theory and actual international experience, this paper illustrates that, through effective cross-cultural management, profound understanding and harmony can exist between international managers. [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]

The Kogan Attitudes Toward Old People Scale (1961) was revised and used to measure local television news producer attitudes toward elderly people. The importance of local television news in the lives of older people makes the study of producers' attitudes relevant. A national mail survey of producers found that, whereas there were few older news producers, as a group they had positive attitudes toward older people. The study successfully reduced the Kogan scale from 34 to 22 items without altering the overall response pattern. [ABSTRACT FROM AUTHOR]

SUMMARY An examination of the style of managers (N = 155) in a simulated work environment shows that they tended to model the style of their boss. Females evidenced this tendency to a greater degree than males. Furthermore, when the boss was a female, male subordinate managers became somewhat more participative than the boss, while female subordinate managers became more authoritarian. A compensatory or balancing hypothesis is proposed as a possible explanation for this sex difference. These results should not be generalized beyond an American population. Possible cultural differences were not explored. [ABSTRACT FROM AUTHOR]

Summary Previous research has shown a relationship between personal values and the success of managers without regard to sex. This study evaluated the relationship between the personal values of American female and male managers and their success as managers. Female (n = 122) and male (n = 130) managers from a variety of organizations in both the private and public sectors completed the Personal Values Questionnaire developed in 1967 by England. The managerial success index was a measure of pay relative to age. The results reveal some significant differences between female and male managers relative to the relationship between managerial values and managerial success. [ABSTRACT FROM AUTHOR]

El artículo discurre sobre los posibles problemas con un jefe o ejecutivo quien actúa como un amigo. El autor comenta sobre las actitudes pasivas de nuevos jefes a sus excompañeros. También se consideran los problemas asociados con la posibilidad de resentimiento entre los empleados y los jefes nuevos.

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]

The author discusses the role of psychology in the success of athletes and organizational leaders. He describes the factors considered by elite athletes and corporate leaders in measuring success, including fulfillment and being physically and mentally healthy. He also explores the implications of such measures of success for coaches and coaching psychologists.

Lists several supervisory and managerial skills and characteristics.