Current Management Style Research Articles

GEORGIAN MANAGEMENT STYLE AND THE RESEARCH OF FACTORS AFFECTING THE BEHAVIOUR OF SUBORDINATES IN THE MINISTRIES OF ECONOMIC PROFILE

The behaviour of a leader has a significant impact on the actions and feelings of employees. Many European university researchers have recently focused on the impact of effective leadership behaviour on the behaviour of subordinates. Positive behaviour of the leader toward his subordinate creates a sense of belonging to the organization, which reduces the outflow of employees from the organization and improves support for the leader. Leader's behaviour was studied within our research. The object of the research was the Ministries of Economic Profile of Georgia. The purpose of this article is to analyze the influence of the leader's behaviour in terms of gender on such issues as the respondent's perception of himself as a valuable member at work, support for the respondent's career development, motivation of employees to perform the work, effort invested by the respondent at work, and desire to change the leader. Furthermore, the study aimed to investigate the impact of financial benefits on employee satisfaction and motivation. In total, 821 respondents participated in the study. The SPSS software package was used to analyze the obtained data. In such countries as Georgia, there is a stereotypical attitude towards women. Sometimes, the mentioned factor is also reflected in the leader's behaviour. As a result, women have to overcome a variety of challenges, frequently face the glass ceiling phenomenon, and have to break stereotypes. In some cases, as a result of research, it is clear that not only women but also men show a negative attitude toward the leader's behaviour, which indicates the shortcomings of the current management style. Five hypotheses were formulated during the research process, and based on their analysis, we developed recommendations that we believe to be an effective way to solve multiple challenges.

PROBING DETERMINANTS OF UNIVERSITY ACADEMICIANS’ KNOWLEDGE SHARING INTENTION

The determinants of information sharing intention are identified in this paper (i.e., managerial support, interpersonal trust, and reciprocity). Data were collected from questionnaires from academicians in the Malaysian private universities. Multiple regression analysis was performed to test the analysis. Management support, interpersonal trust and reciprocity positively influence knowledge sharing intention. The results revealed management support, interpersonal trust and reciprocity play significant roles in determining academicians’ knowledge sharing intentions. Based on the insights of social exchange theory, this study discovered that strong effects of managerial support, interpersonal trust, and reciprocity on information sharing intention. Hence, social exchange theory is extended to the knowledge sharing intention among academicians’ universities. For the university to encourage knowledge sharing intention, they may improve their current management style and maintain a work environment that encourages employees to trust each other.

PROBING DETERMINANTS OF UNIVERSITY ACADEMICIANS’ KNOWLEDGE SHARING INTENTION

The determinants of information sharing intention are identified in this paper (i.e., managerial support, interpersonal trust, and reciprocity). Data were collected from questionnaires from academicians in the Malaysian private universities. Multiple regression analysis was performed to test the analysis. Management support, interpersonal trust and reciprocity positively influence knowledge sharing intention. The results revealed management support, interpersonal trust and reciprocity play significant roles in determining academicians’ knowledge sharing intentions. Based on the insights of social exchange theory, this study discovered that strong effects of managerial support, interpersonal trust, and reciprocity on information sharing intention. Hence, social exchange theory is extended to the knowledge sharing intention among academicians’ universities. For the university to encourage knowledge sharing intention, they may improve their current management style and maintain a work environment that encourages employees to trust each other.

Mitigating Psychological Impact: The Experience of Korean Disaster Management.

The psychological impact of disasters has not been adequately addressed in Korea. This research aims to evaluate how Korea should improve its management of the psychological impact of disasters toward the ultimate goal of effective disaster management. Qualitative content analysis is the main method applied. Nonprofessional management is compared with professional management by considering governments, psychology specialists, disaster victims, and local communities. The main finding is that Korea must change its current management style from nonprofessional to professional. Neighboring nations need to implement supplementary measures toward adopting a systematic approach that considers all phases of the disaster management cycle, emergency planning, and a long-term approach. The value of this study lies in its comprehensive examination of the issue of psychological impact from the perspective of disaster management in Korea.

Management Styles of Special Education Schools Comparison between China and Thailand

The objectives of this study were to study the current management style of special education schools in China and Thailand, to study the differences in the management of special education schools between China and Thailand, to provide advice for the management of special education schools in two countries. The research used an interview to collect quality data from 30 managers who manage Chinese special education schools and Thai special education schools. Content analysis was used to analyze the data.
 
 Special education schools in China and Thailand have similar school culture management, similar administration management structure and function, similar teacher management and similar parents education management. However, there are some differences in the management of teaching instruction management, teaching material management, student management, and teaching equipment management. Compared to Chinese special education schools with Thai special education schools, the advantage of Chinese special education schools is that they can create specialized teaching material suitable for children with mental retardation. It is better to meet students’ actual needs, is more specialized and targeted, and meets the needs of students' development. The advantage of Thai special education schools is that they can provide pre-school education in all schools for children with special needs, provide critical early intervention in the early childhood of special children.

The Study of Relationship between the Current Management Style and Employees' and Customers' Satisfaction

The Study of Relationship between the Current Management Style and Employees' and Customers' Satisfaction

The Study of Relationship between the Current Management Style and Employees' and Customers' Satisfaction

The aim of this research was to study the relationship between the current management style with employees’ and costumers’ satisfaction. According to the objectives, this research could be considered as a practical one, and according to the methodology; it could be considered as descriptive – deductive. In this research, the current management style (self-seeking and organizational seeking) is defined according to psychological, structural and cultural, and costumers’ and employees’ satisfaction. The statistical society included 51 managers, 275 employees and 3510 costumers of Lorestan Keshavarzi Bank. Beside library research, the researchers used a questionnaire in order to collect the data needed. The validity and reliability for management style questionnaire was 0/78 and for customers satisfaction questionnaire was 0/090, which was tested through Alpha Coefficient, and then it was accepted. In order to evaluate the relationship between the variables, we used Pearson and one sample t-test. The results showed that the managers of Lorestan Keshavarzi Bank are completely devoted to organization oriented style of management and the amount of employees’ and customers’ satisfaction are more than the mean point.

Participative Management Style and its Relation to Employee Willingness to Accept Job Offer in the Same Company Once Again

Participative management style is based on the involvement of employees in decision-making and problem-solving in the company, as well as on supporting their high autonomy and own initiative. The article describes outcomes of the research which examines the interaction between the management style and willingness of employees to accept job offer in the current company once again if they were asked in the future. Results confirmed that there is highly significant correlation between the belief of employees they would accept the job offer in the same enterprise again and their satisfaction with current management style as well as use of the elements of participative management style.

A passion for learning Chinese?

PurposeFollowing the Olympic Games of 2008 and the World Expo in 2010, many Westerners have increasingly begun to pay attention to China; a country which combines ancient history with modern economic achievements. As a consequence there has been renewed interest in the West in learning about Chinese language and culture. Confucius education schools have even begun to spring up round the world, with the intention of promoting interest in Chinese language and cultural influences. The purpose of this paper is to focus on a community‐based Chinese culture education institution, in a provincial city in New Zealand, to understand the issues and risks of operating a cross‐cultural education institution business in a foreign country which is physically distant from China and to identify barriers which need to be overcome in order to run such an institution more effectively.Design/methodology/approachThis research used a single site case study research design. Qualitative in‐depth interviews were used to develop an understanding of the rich, complex and idiosyncratic nature of human phenomena. In total, ten interviews were conducted with the Principal, Board members, teachers, local students of Institute A, students' parents (both Chinese and New Zealand), and institutional “outsiders”.FindingsIt was found that Institute's management team preferred the traditional Chinese educational methods which conflicted with ways used in the local (New Zealand) teaching system. It also found that the current management style conflicts with the professional style of organization management. The management team had a chaotic management and operational style, while lacking basic knowledge of the principles of effective administration concepts.Practical implicationsIdentifying the risks and issues associated with the operation of a community‐based cultural education institution outside China will assist managers to understand the potential for cross‐cultural clashes between their belief in the principles of traditional Chinese education systems and the fit with the local culture. The finding of this study, in identifying the specific issues in relation to operational and professional modes of management, should assist managers to put into place an administrative system which is sufficiently flexible to accommodate both perspectives.Originality/valueAlthough formerly a bi‐cultural nation, New Zealand has increasingly become a multicultural society. Interest in Chinese language and culture has also been fuelled by New Zealand's shift in immigration policy from 1974 (to a skills based rather than an ethnicity policy). This study is a first attempt to evaluate the efficacy of a Chinese community‐based educational institution in New Zealand.

Differences and similarities in future managerial values: a five cultures comparative study

Highlights the opinion that the importance of national culture in cross‐cultural management is diminishing, suggesting that the world is moving towards a single, global management culture that is basically Western and, more specifically, American. Attempts to test this hypothesis by examining values held by future managers from five different cultures. Uses the Kruskal‐Wallis One Way ANOVA and the Mann‐Whitney tests to show that future managers from different cultural backgrounds will neigher adopt a mirror image of current management style in their cultures nor a global unified management style regardless of local culture.

Organizational Impacts on Community Policing: Management Issues and Officers' Perceptions

Although critical to the success of community policing implementation, the management element of community policing has often been overlooked. This study surveyed 198 officers of a police department regarding their attitudes toward this internal factor. Among the significant findings were the following observations: most officers did not believe their chief possessed leadership skills needed to implement community policing programs; officers who had received training on community policing more strongly agreed, compared to those who had not, that the chief's current management style and the department's organizational climate were not conducive to community policing implementation; and administrative personnel much more strongly believed, compared to the patrol, detective, and services officers, that the leadership and management style of the chief were helpful in implementing community policing programs. The paper concludes that chief executives must convey their understanding of the community policing concept to their officers, and nurture the growth of community policing by creating an environment conducive to community policing implementation.

Software for Concise and Informative Project Management

Managing a project is an involved and many faceted job requiring a combination of management, organization and technical skills. Current methods tend to be based on lifecycle principles and so are project management tools. Additionally, project management is learnt by a process of ‘coming up through the ranks’. Modern methods of structured analysis and design, computer aided coding and the move towards prototyping cause one to question whether or not the current management style, the support tools and training methods are going to be appropriate for tomorrow's technology. This paper proposes an alternative model of management and examines it to see whether or not it is better suited to modern methods, to being computer aided and to training the next generation of project managers.

Software for concise and informative project management

Managing a project is an involved and many faceted job requiring a combination of management, organization and technical skills. Current methods tend to be based on lifecycle principles and so are project management tools. Additionally, project management is learnt by a process of ‘coming up through the ranks’. Modern methods of structured analysis and design, computer aided coding and the move towards prototyping cause one to question whether or not the current management style, the support tools and training methods are going to be appropriate for tomorrow's technology. This paper proposes an alternative model of management and examines it to see whether or not it is better suited to modern methods, to being computer aided and to training the next generation of project managers.