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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]

This study investigated changes in the skill levels of managers which occurred two years following the managers' participation in 360-degree feedback. The major objective was to investigate how skill development, development efforts, and environmental support for development are related. The Management Skills Profile (MSP) was used to measure skills and to give feedback. Of the original 198 managers who received feedback, 48 accepted the opportunity to complete the instrument again two years later. At that time, they also completed a questionnaire surveying what development activities they had completed and the extent to which they received support for development from their supervisor and the organization. The first hypothesis was that, for the group, (a) participants' skills would increase following feedback, and (b) self-other agreement would be greater at Time 2 than at Time 1. This was supported. The second hypothesis was that management skills would be related to later advancement. This also was supported. The third hypothesis was that skill development would be related to both development efforts and environmental support, and that some development activities would be more effective than others. Hypothesis four was that those who put more effort into development (a) would have received at Time 1 ratings which were more favorable and more congruent with their self-ratings, and (b) would have received more environmental support. Hypotheses three and four were only partially supported. The results have implications for what managers can do to develop their skills and how others can support this development. INSET: Table I: Management Skills Profile: Dimensions & Definitions.. [ABSTRACT FROM AUTHOR]

Subordinate perceptions of supervisory initiation of structure and consideration were studied as a function of locus of control and Machiavellianism. Personality was found to be a major factor in predicting leader behavior as perceived by subordinates. Locus of control may be an important personality dimension influencing the leadership process in organizations. [ABSTRACT FROM AUTHOR]

Seven levels of management from five electric utility companies rated eight cases involving infraction of rules by hourly workers on a disciplinary action scale. Higher level managers rated the cases more severely and cases involving safety violations were judged most severely by all managers. Among several demographic and structural variables examined, only number of managerial levels was associated with company differences in ratings. [ABSTRACT FROM AUTHOR]

This article presents a response to the article "Budget-Induced Pressure and Its Relationship to Supervisory Behavior," by Don DeCoster and John P. Fertakis that was published in Autumn 1968 issue of the "Journal of Accounting Research." The authors suggest that the results of DeCoster and Fertakis' study are in line with the findings of previous studies. DeCoster and Fertakis looked at the relationship between budget pressure and supervisor behavior, finding a correlation between budget pressure and the initiating structure and consideration aspects of leadership behavior.

This article examines the impact of management attitudes towards human resource management (HRM) practices on the presence of works councils in German small and medium-sized enterprises (SMEs). Based on a survey among executives of German SMEs, the key result of a logit regression analysis is that managers' attitudes towards key HRM practices have a strong impact on the prevalence of the works council in German SMEs. In particular, positive management attitudes towards individual employee participation and direct supervision seem to be detrimental for the institutionalization of works councils. The results suggest that there is more diversity and management choice regarding the institutions of industrial relations than generally expected in the case of German firms. [ABSTRACT FROM AUTHOR]

Discusses the perceptions of supervisors' upward-influence tactics in response to managers' resistance attempts. Descriptions of perceived resistance from target managers; Management of technical and support staff personnel; Resistant negotiation.

Latham, Fay, and Saari (1979) discussed the development of behavioral observation scales (BOS) for the appraisal of foremen and managers. They present arguments and data in support of BOS and made several conclusions regarding the relative superiority of BOS versus other appraisal formats, particularly behavioral expectation scales. This critique of their article suggests that most of their conclusions are beset by conceptual problems, questionable statistical analyses, and/or a disregard of previous research. [ABSTRACT FROM AUTHOR]

A questionnaire completed by 1282 male life insurance agency managers from 50 companies was used to develop (via factor analysis) six behavorial functions of agency managers. The relationship between the frequency of activity in each function and five variables—number of agents, number of supervisors, tenure, type of agency and origin of agency—was examined using zero order and multiple correlation procedures. The two measures of size, number of agents and number of supervisors, were the most consistent correlates of behavior. The degree of shared variance among management functions and the five variables, though significant statistically, did not exceed 9%. Reasons cited for these results included: (1) policies and practices particular to individual companies; (2) the discretion managers have in choosing task activities; (3) the limited number of variables examined as correlates of managerial functions; and, (4) individual differences among agency managers. It was concluded, for practical reasons, that management research should include efforts to develop taxonomies that cut across technological categories of managers as well as defining the specific behavior functions of managers in particular technological categories. Such specific taxonomies are required for effective human resource management practices at managerial levels in organizations. [ABSTRACT FROM AUTHOR]

This article discusses the effects of behavior modeling training on managers' behavior and employee perception. As a result of participating in Behavior Modeling training, the managers' Interpersonal Skills had improved as evidenced by the results from the judges' behavioral ratings. Employee perceptions of their managers' overall behavior, however, had shown only slight improvement. One explanation of the questionnaire results is that the employees' perceptions were measured just four months after the completion of the training. Four months may not be a sufficient amount of time for a manager to use his new skills with each of his employees frequently enough to produce a change in all of his employees' perceptions of him. Changes in employees' perceptions of their manager's overall behavior will occur only after observing continual consistent evidence of behavioral change. Support for this interpretation is found in the data. Large within cell variances for each of the analyses of the employees' perceptions precluded the emergence of significant effects and indicate that there were vast differences in how individual employees perceived the same manager, probably because the manager did not use his new skills with the same frequency with all of his employees. Measuring perceptions of employees after a manager has had more opportunities to use his new skills with all of his employees, which might take as long as a year, might provide more conclusive results.

Traditionally there has been considerable interest in the differences which separate managers from supervisors. Early studies suggested that many supervisors experience a considerable amount of role conflict and ambiguity, for their authority and prestige are constricted by the fact that, while they ostensibly are part of the management team, their opportunities for pay differentials and promotions are quite delimited (Wray, 1949; Bunker, 1955). In this sense the supervisor becomes the "man in the middle" who is neither identified as an employee nor categorized as part of the management group. In addition to ambiguous status, the supervisor frequently defines his career aspirations in a manner radically different from that of the manager. For example, Coates and Pellegrin (1957) interviewed 50 managers and 50 supervisors in an attempt to compare their respective career orientations. This research suggests that the supervisor defines career success in terms of security, respect, and happiness. Conversely, the executive establishes continually higher goals as his career progresses. Coates and Pellegrin's research has been substantiated by the studies of Porter, who has shown that supervisors have a lower level of need satisfaction than do managers (Porter, 1962). The present study was designed as a further exploration of the differences which separate managers and supervisors. In specific, the focus of the research is upon job attitudes. Such a study is important if management is to pinpoint the particular job attitudes which impede the performance of managers and supervisors. Organizational practices in several areas were treated in the analysis. The specific variables that were analyzed were derived from an attitudinal instrument containing 50 items. The major hypothesis under investigation was that the managers and supervisors are significantly different from one another in terms of these variables. [ABSTRACT FROM AUTHOR]

This study uses repertory grid interviews and a follow-up questionnaire study to develop a 'lay' theory of managerial effectiveness in a large New Zealand public sector organization. The lay theory is presented as a model with seventeen scales and two factors descriptive of effective and ineffective managers in the organization. The two factors indicate that effective and ineffective managers in the department are differentiated in terms of their conceptual, and interpersonal abilities. The effectiveness model shows strong similarity to models of effective management which have emerged in research outside New Zealand. This similarity is of particular interest given the context-specific nature of the study. The paper outlines the method used in the study, describes the key findings and discusses their implications for our understanding of managerial effectiveness. [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.

The article discusses aspects of leader behavior and work patterns, which were components of a paradigm outlined from a sequence of research made by an Ohio State group in educational, governmental, and business organizations. It mentions studies about work patterns of various labor personnel including staff members, administrators, and executives. It cites the difference in the relationship between group effectiveness and leader behavior dimensions. It highlights the importance on the flexibility in leader behavior. It concludes that supervisors, executives and administrators have work patterns based on organizational behavior research.

Lists several supervisory and managerial skills and characteristics.