Characteristics Of Effective Managers Research Articles

Entrepreneurial Cooperative Development Strategies

Most countries approach in recent decades to the issue of entrepreneurship and its development is important and statues of corporative have caused the establishment of corporative development policies waves in the world. While in recent years the rapid changes and development in science and technology, most countries of the world, especially the least developed countries has faced new challenges that passing through them has made the need for applying the approaches and creative methods. Among this, the role of corporative entrepreneur and presence of entrepreneurial individuals can be determining and perhaps because of this reason economists of the entrepreneurial have interpreted as economic growth engine. Most of the cooperatives in economic countries having centrally planned confront with government interference at all levels and on the other hand, experience of other countries in transition from central planning towards market economies has shown that cooperative have been facing crisis. Therefore, many cooperatives have not only continue to exist, but seems for more success in comparison with its rivals and could continue to offer goods and services for their members. Case studies have shown that cooperative entrepreneur and new method of entrepreneurship and management has the major role in such cooperatives. Cooperative entrepreneur development needs to identify appropriate structure, entrepreneurship culture, doing the necessary support of the entrepreneur, financial support and organized tax, reduction of obligation and administrative procedures and to provide behavioral and structural strategy. In this paper, cooperative development strategies for entrepreneurial will be researched and classified and ways to attract entrepreneur to cooperative sectors and specific management style in these cooperatives and also characteristics of effective management in successful managers of these cooperatives are identified.

The Challenges of Moving into Middle Management: Responses from Police Officers

The role of the middle manager is crucial to a police organization. Despite this, little research exists concerning the characteristics of effective police managers, or the role that the promotional process and/or training plays in identifying and developing effective managers. To examine these issues, 328 Canadian police officers were surveyed and interviews were conducted with an additional 50 police professionals. The results highlight: (1) the importance of management in achieving organizational goals, (2) key characteristics of effective managers and common mistakes managers make, and (3) concerns surrounding the promotional process and the lack of managerial training. The implications of these findings are discussed.

Validation of a personality measure of managerial performance

Recent interest in the characteristics of effective managers raises the notion that personality factors may be part of the effectiveness syndrome. Modern research in personality systematics makes it possible to refine and extend earlier analyses of this topic. A job analysis of three levels of management in a large trucking company identified the personality characteristics of good managers, as described by peers and subordinates. These managers and a large group of incumbents (n=372) completed the Hogan Personality Inventory (HPI). Managers were assigned scores reflecting their status in the organization; they also were rated by their supervisors. A subset of HPI components were significantly associated with the criteria, with correlations ranging from .22 to .66. These components were combined and used in five separate validity studies. The resulting measure was significantly associated with managerial performance in a variety of organizational settings. These results are consistent with the growing body of evidence suggesting that a coherent set of noncognitive characteristics promotes managerial performance across organizational types.