General Management Skills Research Articles

Teaching tomorrowʼs health care leaders

Business school curricula have traditionally emphasized functional skills for people who will work in functional departments and general management skills for people who will organize interdepartmental work. Recently, some business schools have begun to develop programs that teach cross-functional work and team skills to functional specialists. Students educated in such programs will be well prepared to meet the new challenges that health care organizations will face.

Teaching tomorrowʼs health care leaders

Business school curricula have traditionally emphasized functional skills for people who will work in functional departments and general management skills for people who will organize interdepartmental work. Recently, some business schools have begun to develop programs that teach cross-functional work and team skills to functional specialists. Students educated in such programs will be well prepared to meet the new challenges that health care organizations will face.

Hybrid managers — what do we know about them?

Abstract. There is increasing interest in ‘hybrid managers’, a breed of managers who blend information management skills with general management skills. Such people are perceived as important in enabling organizations to exploit information systems effectively in today's competitive business environment.Based on a literature survey this paper summarizes what we know about hybrid managers, as expressed by both ‘expert opinion’ and formal research studies. We conclude that little substantive research has been conducted into hybrid managers. Much has still to be learnt about their possible role, characteristics and competences; and how organizations should recruit and develop them. Because of the paucity of published material about ‘hybrids’ in the information systems context, we have drawn inferences from appropriate analogues in other functions — namely personnel, finance and R&D. Relevant studies in related areas of information systems, general management, careers and management development are also put into the ‘hybrid’ context.

The "expert plus" role of personnel advisers in an NHS trust.

Analyses apparently conflicting pressures on NHS personnel practitioners for both greater integration into the business and increased specialization, using Mid‐Essex Hospital Services, a second wave NHS Trust, as a case study. Reflects on how the personnel team have clarified their personal development agenda. Describes the framework used to help in this process which identifies an “expert plus” role, where personnel advisers are expected to have a core of specialist expertise plus process consultancy and general management skills. Outlines examples of development processes used by personnel advisers in Mid‐Essex Hospitals.

Executive MBA Alumni Perceptions on Current Trends in Program Content

Abstract In this study, Executive MBA alumni of a large midwestern university were asked to what extent topics were addressed and should have been addressed in their Executive MBA program. The results showed that the alumni desired significantly more coverage of several areas, including some of the less traditional areas, such as new information technology, international business issues, and social/ethical issues. However, the alumni also wanted extensive continued coverage of traditional topics such as general management skills, development and formulation of business strategies, and financial management. Implications for management education are discussed.

Engineers as Strategic Managers: Performance Assessment

Effective strategic managers, those who are able to command high levels of organization performance, must be fully involved in and committed to the strategic management process (i.e., overseeing the entire organization and balancing its myriad activities) as well as proficient in a variety of managerial skills. However, research studies cast doubt on the notion of engineers as efficient, strategic managers, suggesting that engineers are more involved in and committed to activities related to their profession than to the organization they work for, and that they lack general management skills. The purpose of this paper is to empirically test the effectiveness of engineers as strategic managers, as measured by the economic performance of the organizations they driect.

Middle Nurse Manager Effectiveness

In a nationwide survey of academic health center chief nurse executives (CNEs) and middle nurse managers (MNMs), human management skill was ranked as the most important criterion of effectiveness. The characteristic of flexibility/negotiation/compromise was second. Neither group reported fiscal management skills as a top priority for MNM effectiveness. The authors compare the results with earlier studies of the effectiveness criteria of CNEs, for whom human management skills were ranked second and general management skills first.

The World of the Japanese Chief Executive

A typical Japanese CEO is very different from a Western equivalent. The promotional structure is based on seniority and length of service. Evaluation of performance is constant through the 20‐30 years a person may work for a company before gaining senior management level. The Japanese government and financial institutions retain control and influence over business by sending retired senior officials into very senior positions in lower ranked companies. Key attributes of Japanese CEOs are interpersonal skills, general management skills and marketing or financial abilities.

Technological innovation in Canada: A comparison of independent entrepreneurs and corporate innovators

This paper compares a sample of 124 independent high technology entrepreneurs with 112 corporate entrepreneurs (intrapreneurs) involved in developing and introducing high-tech innovations across Canada. The study investigates the general management and technical problems faced by these entrepreneurs and contrasts their approach to such issues as market research, financing and production. The approaches used by the two groups in analyzing their markets and in planning and financing of innovations are compared and contrasted. In general, the independent entrepreneurs were technically trained, usually possessing engineering training but no general management training or experience, neither themselves nor members of their management team. Corporate entrepreneurs were as likely to come from management backgrounds as technical, or else supported their lack of general management skills by adding people to their team with skills in marketing, finance, and manufacturing. Their problems were more often defending their ideas to management within the corporation, obtaining funding and other resources within the firm, and finding a corporate mentor to assist them in such areas as fighting political battles, providing rewards and incentives for team members, and creating the proper overall environment or culture for innovation within the corporation. The lack of general management training and experience by the independent entrepreneurs led them to rate various marketing problems as the most serious difficulties in rating the obstacles to launching their innovations. The innovations of the independent entrepreneurs were all new products, while some of the corporate innovations were new systems or processes, often installed within the corporation. So the markets for these innovations were also within the corporation and required less of a marketing effort. Corporations were also much better prepared to handle problems in the marketing, planning, and operational areas, but they had more problems of an interpersonal nature, such as the unwillingness to consider alternative approaches. The most significant difference in the obstacles encountered was that independent entrepreneurs listed their five most important problems as marketing difficulties in launching their new products. Corporate entrepreneurs also rated imperfect market analysis as their most important problem, but it was closely followed by the lack of entrepreneurial talent within the company. These obstacles lead to the primary recommendation of cooperative agreements of partnerships between large and small firms to solve some of these difficulties. Corporate responses indicated significant difficulty in gaining support within the corporation, while independent entrepreneurs did not have to justify their efforts to a corporate hierarchy.

THE PRODUCT MANAGEMENT AUDIT: DESIGN AND SURVEY FINDINGS

In many companies, product managers are under increasing time pressure. They are generalists in a marketing world that is increasingly specialized and complex. There are more tasks to perform, more specialist skills to acquire, more fires to fight, and less time for thinking and strategic planning. If their general management skills are to be used effectively, product managers must be able to focus their time on the tasks that exploit these skills and help their businesses to grow. The product management audit surveys product managers on how they actually spend their time and how they would ideally spend it to really build their businesses. Data from the audit can help to establish time allocation priorities for product managers and uncover potential time allocation problems before they become critical. We will first review the changes in the marketing environment that are putting pressure on the product management system. Second, we will show how any consumer, industrial, or service company can conduct a product management audit to find out how product management personnel are spending their time and why, and how satisfied they are with their jobs, the support provided, and rewards they are receiving. Third, we will illustrate the type of data that the audit can generate and present key findings from responses to audit surveys by over 300 product management personnel from 20 strategic business units in six Fortune 500 consumer goods companies. Finally, we will explain how one multidivision packaged goods company used an audit to identify problems within its product management organization and determine the actions needed to correct them.

Product innovation by smaller, high-technology firms in Canada

Russell Knight has surveyed 124 small, high-technology firms in Canada to learn more about the processes they use to develop and market innovative products. The scope of his survey included an investigation of planning early in the product's development' cycle, how products move from R&D to mass marketing, and how firms learn about their markets in very specialized areas. In general, Knight finds that the firms have more technical than general management expertise. Technically trained entrepreneurs have difficulty with general management skills needed to facilitate the successful introduction of new products.

Product Innovation by Smaller, High‐Technology Firms in Canada

Russell Knight has surveyed 124 small, high‐technology firms in Canada to learn more about the processes they use to develop and market innovative products. The scope of his survey included an investigation of planning early in the product's development cycle, how products move from R&D to mass marketing, and how firms learn about their markets in very specialized areas. In general, Knight finds that the firms have more technical than general management expertise. Technically trained entrepreneurs have difficulty with general management skills needed to facilitate the successful introduction of new products.

MANUFACTURING ISSUES IN SMALLER HIGH-TECHNOLOGY FIRMS IN CANADA

ABSTRACT This paper describes the process whereby 124 smaller technical firms in Canada innovate and manufacture their products. These phases include the development of business plans at various stages, how they move from developing a prototype in a research and development environment to mass manufacture of a product, and how they produce these products fpr very specialized markets. The management expertise required at each stage to successfully facilitate the growth and development of the high-technology firm is examined, especially their problems in bridging the gap between technically trained entrepreneurs and the general management skills needed to facilitate these phases.

THE FINANCING OF SMALL HIGH-TECHNOLOGY FIRMS IN CANADA

ABSTRACT This paper describes the process whereby 124 small technical firms in Canada finance their growth. This includes the development of business plans to raise venture capital at various stages in their development, how they finance the move from developing a prototype in a research and development environment to mass-manufacture of a product, and how they finance the marketing of these products to very specialized markets. The financial management expertise required at each stage to successfully facilitate the growth and development of the high-technology firm is examined, especially their problems in bridging the gap between technically trained entrepreneurs and the general and financial management skills needed to facilitate these phases.

The effects of training parents in general child management skills on a behavioral weight loss program for children

Overweight children, 8 to 12 years old, and their parents, were assigned to one of two treatment condictions or a waiting-list control. Families assigne to the Weight Reduction Only (WRO) condition received a multicomponent behavioral weight reduction program. Participants in the Parent Training (PT) condition received the same treatment preceded by a short course for the parents in general child management skills and emphasis on these skills during treatment. Children and parents in both conditions lost weight during the 8-week intensive portion of treatment, whereas control families gained weight. In addition, parental reports of improvements in children's eating habits occurred for treatment but not control children. Parents in the PT but not the WRO condition exhibited an increase in knowledge of child management skills. At 1-year follow-up, maintenance of improved weight status was superior for children in the PT condition and there was some indication of a relationship between child management knowledge and maintenance. A positive correlation was also obtained between changes in child and parent weight status during the follow-up period.

The Nurse As Executive

Aimed at assisting directors of nursing to understand and apply sound administrative processes in the development and management of their programs, this book focuses on basic principles of administration as related to nursing service and nursing education. Similarities and differences in the administration of service and educational programs are pointed out, and, where indicated, important differences in the two are discussed separately and in detail. The text is divided into three parts, the first dealing with general management skills, the second with the application of these skills to the nurs'ing environment, and the third with the theoretical and educative aspects of nursing administration. Practicality is the essence throughout. Conceptual issues are discussed in the context of what is real in traditional practice. For example, prevailing constraints in the system, personal attributes of administrator and staff, expectations of the profession, and sanctions of medical and other collaborating groups are dealt with. Factors affecting the achievement of goals and objectives are explored, alternative patterns of administration are given, and possible approaches to modifying detrimental influences are suggested. The discussion of nursing theory and of methods employed for planning and evaluating patient care or student learning is pragmatic and purposely oversimplified. No reference is made to community health or to modifications specific to public health settings. In spite of these limitations, this is a useful reference for nursing administrators, supervisors, and faculty to use in developing managerial skills. A selective bibliography at the end of each chapter encourages further exploration of the subject. Doris E. Roberts, PhD

Book Reviews

Book Reviewed in This Article:Work in America: Report of a Special Task Force to the Secretary of Health, Education and Welfare.Smith, Henry Clay. Sensitivity Training: the Scientific Understanding of Individuals. General Management Skills: Unit 1. Communications for Results. Shahdanian, John L. General Management Skills: Unit 2. Training and Developing Today's Work Force.Doctors, Samuel I. General Management Skills: Unit 3. The Management of Technological Change.Homa, EdnaGeneral Management Skills: Unit 4. What Managers Do.Diesel, Paul M. and Runyan, William McKinley. General Management Skills: Unit 5. Human Behavior in the Organization. Flexible Working Hours. Giles, W. J. and Robinson, D. F. Human Asset Accounting. Company Practices in Manpower Planning. Greenman, Russell L. and Schmertz, Eric J. Personnel Administration and the Law.Purcell, Theodore V. and Cavanagh, Gerald F. Blacks in the Industrial World: Issues for the Manager.Leavitt, Harold J., Dill, William R. and Eyrinc, Henry B. The Organizational World.Davis, Louis E. and Taylor, JamesC. (Eds.). Design of Jobs.Lorsch, Jay W. and Allen, Stephen A., III. Managing Diversity and Interdependence: An Organizational Study of Multidivisional Firms.Lorsch, Jay W. and Lawrence, Paul U. Managing Group and Intergroup Relations.Lorsch, Jay W. and Lawrence, Paul R. (Eds.) Organization Planning: Cases and Concepts.Joyce, Robert D. Encounters in Organizational Behavior: Problem Situations.Berger, M. L. and Berger, P. J. (Eds.) Group Training Techniques: Cases, Applications and Research.Fear, Richard A. The Evaluation Interview.Valentine, Raymond F. Initiative and Managerial Power.Sisk, Henry L. Management and Organization.Ginzberg, Eli and Yohalem, Alice M. (Eds.) Corporate Lib: Women's Challenge to Management.Reeves, EltonHow to Get Along with Almost Everybody.