Key Management Skills Research Articles

An assessment of needed sales management skills

The skills required of sales managers are vitally important to the success of the firm's selling effort; however, there has not been a recent review that identifies these needed skills. Based on a survey of sales executives from 145 companies, this research develops a taxonomy of key sales management skills. The perceived importance of these skills is reported based on the level of management, gender and the performance level of the firm. In addition to identifying the relative importance of the various sales management skills, they were found to group into three conceptual dimensions relating to interpersonal, technical and strategic skills. The results also indicate that significant differences in the perceived level of skill importance exist based on level of management, years managing salespeople, gender and on three dimensions of the respondent's firm performance.

Design management education and work-based learning

Abstract This article explores the high level of design management skills that can be acquired through work-based learning. Design domain work-based learning in business environments is described from the authors’ research and experience in operating work-based learning contracts within a master’s degree in Design Management at Birmingham Institute of Art and Design. The authors’ research was based on a sample of (work-based, learning contract) students’ experiences over five years and involved the analysis of work submitted for assessment, with a view to evidencing the level of acquisition of key design management skills. A quantitative analysis of students’ achievement is described, followed by a qualitative description of work-based learning within their companies. From the research evidence, a core of design management skills was detected within the work-based experience.

Medicine and management: crossing the divide

There is great managerial hierarchy within the NHS. Doctors play a key role in this although it may not be stated as such. This article examines the history of management in the NHS and key management skills that can be adopted by doctors to deliver effective health care.

Kulicke and Soffa Industries, Inc.: Designing a Supply Chain Network

Supply chain network design choices and the challenges in implementing and understanding how alternatives influence firm performance are key management skills that can be applied to the case of a global company, Kulicke and Soffa Industries, Inc. (K&S), and its expansion strategy. Suitable for the MBA, EMBA, GMBA, and executive education programs, the case explores the decision to expand the company’s tool bonding capacity in order to manage its growth. The question becomes whether to grow current operations in Yokneam Israel or seek alternative sites. And if it was decided to seek a location outside of Israel, where exactly should the company go?

Innovation and change

PurposeThe rapidly changing nature of local government service demands new skills, but there is often a gap between the new skills needed by library authorities and the skills that “traditional” librarianship education delivers. The purpose of this paper is to show how QLP‐Y can bridge this gap and to consider the approach of the Quality Leaders Project – Youth (QLP‐Y, 2003) and its contribution to staff development within the public library sector.Design/methodology/approachSetting the project in the context of a changing global situation, the paper considers briefly the effect of this situation on local government service before moving on to consider the learning opportunities afforded by involvement in QLP‐Y. Finally, it considers the importance of sustained innovation in public service and the role of universities within this.FindingsThe paper highlights the need for a different content in librarianship courses and the need for a training approach that combines work‐based learning with an academic focus. It shows how the “management development through service development” approach of QLP‐Y can lead to significant achievements in the development of both staff and service and how QLP‐Y can develop in staff key management skills alongside an understanding of the wider policy context and the ability to shape one's work within it.Originality/valueUsing the latest QLP‐Y material, the paper examines how the project has helped implement new ways of working in line with changing policy requirements and will thus be of interest to the academic community, decision makers and managers in local authorities.

The re‐branding of management development as leadership development – and its dangers

PurposeThe purpose of this paper is to examine the re‐branding of much management education and development under the heading of leadership and to identify the dangers this may bring particularly if it results in key management skills being neglected.Design/methodology/approachThe authors use their extensive background in management education and development in the UK and abroad to consider the implications of the increasing emphasis on leadership as opposed to management education and development. Recent trends are identified as is both the distinction between and overlap between the terms leadership and management. Relevant literature is examined and the potential dangers of the re‐branding process identifiedFindingsIncreasing use is being made of the term leadership. Whilst there is considerable overlap between the concepts of leadership and management, the market appeal to providers and users of qualification and short course programmes implies that leadership is a higher level of organisational activity than management. This may be an unrealistic view of organisational activity and ignores the concept of strategic management. However, it may create a market pressure for people to aspire to be leaders rather than managers. Four specific potential dangers are identified. These are the lack of emphasis on the need to match people to situations, a failure to distinguish between process and task leadership, the general lack of obvious pathways for people to become leaders rather than managers and neglect of the development of critical managerial skills. Whilst much useful work may take place under the title leadership there is also the overall danger that some of the activity is superficial and even counter‐productive.Originality/valueThe paper is a timely and necessary counter‐balance to the bandwagon effect of the use of the term “leadership” in the generic area of management education and development. It encourages readers to examine carefully what is covered under leadership activities and the extent to which these meet real as opposed to status needs.

An exploration of managerial expertise in the Western Australian wine industry

PurposeThe purpose of this paper is to identify the key management skills for running a successful winery business, which in the Australian industry is predominately a small to medium sized business, and explores the existence of such skills within the industry.Design/methodology/approachThe information was obtained through structured interviews with a range of winery owners and managers in the four main wine regions of Western Australia.FindingsWhilst a set of universal management skills are identified by the industry participants, these are not universally held. The study examines skills and training issues highlighting the diversity of winery owners and managers.Research limitations/implicationsThe study was conducted using qualitative methodology in one state of Australia only.Practical implicationsThe findings require further quantitative testing, but strongly imply that managerial skills in the wine industry are limited, and most managers are more focused on technical expertise than financial, strategic, marketing or HR planning and management.Originality/valueThe paper has benefit for the wine industry showing the strengths and weaknesses of its managers, and also for theorists who seek to understand management processes in a specific sector predominantly comprising small and medium sized enterprises.

Influence, stakeholder mapping and visualization

Stakeholder identification, management and engagement are recognized as key project management skills; however, this is a ‘soft’ skill that requires both intuition and a strong capacity for analysis. There are few tools and methodologies to which people undertaking stakeholder management activities can turn. Highly complex problem solving activities, such as stakeholder management, can benefit from high level conceptual approaches that allow those involved to see clearly or to visualize the situation being examined. Metaphors, particularly highly visual representations of complex situations, can be very helpful in triggering simplification of complex situations to a level where understanding of the situation can yield fruitful results in moving forward to developing plans and actions. Visualization tools for stakeholder management can be of great value. Describing stakeholder visualization tools that can be used to develop a stakeholder engagement strategy can therefore raise awareness of these tools. The development and use of two such tools are described. While they are both independently useful they could be effectively combined. This prospect could reduce the chances of project failure and enhance success through having clearer pictures of stakeholder influence patterns.

Strategy competence: a successful approach to international market entry

This article presents a study of the link between strategy competence and performance in the context of international market entry. The concept of strategy competence encompasses international market entry and business relatedness. It is assumed that efforts of a firm to establish a business in a market where the firm encounters limited entry barriers, and where the local business belongs to the corporate core, lead to high performance in the local business. The empirical findings are based on a study of 173 Swedish ventures in Germany and indicate that limited customer access problems lead to high performance. At the same time, high relatedness between the core business and the local business, in terms of similar requirements for management skills and similar brand recognition, leads to high performance of the local business. In light of the findings, management would be well advised to leverage key management skills such as brand management from the core to the local business and to continuously evaluate ways to achieve customer access.

Learning and Training: A Reflective Account of Crisis Management in a Major UK Bank

This paper reports on observational data material collected during crisis management training for a major international UK bank, and presents initial findings. The paper investigates whether simulation exercises provide a useful training method for corporate crisis management. On the assumption that performance could be used as an indicator of learning, learning outcomes are analysed for individual, team and organisational levels by comparing and contrasting performance of players between exercises for a number of key crisis management skills. In crisis, organisational learning takes place along three dimensions: individual, team and organisational. It was found that design and implementation of simulation tools were critical to how the organisation confronted the crisis. The issue is raised that simulation exercises may concentrate learning outcomes for exercise designers, facilitators and observers. In contrast, learning outcomes for players and the organisation may be more difficult to define. Although it was found at the organisational level that the bank had been able to improve the framework for crisis management, at the level of those doing the job, training outcomes remained questionable.

Book Reviews

Australian and New Zealand Journal of Public HealthVolume 26, Issue 3 p. 284-292 Free Access Book Reviews First published: 25 September 2007 https://doi.org/10.1111/j.1467-842X.2002.tb00694.xAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Abstract Book reviewed in this article: The Cambridge Medical Ethics Workbook: Case Studies, Commentaries and Activities By Michael Parker and Donna Dickenson Ward ethics: Dilemmas for medical students and doctors in training Edited by Thomasine K. Kushner and David C. Thomasma The ethics of medical research on humans By Claire Foster Undue Risk By Jonathan D. Moreno The Social Economics of Health Care Edited by John B. Davis The tyranny of health: doctors and the regulation of lifestyle By Michael Fitzpatrick Gender, Health and Healing: The Public/Private Divide Edited by G. Bendelow, M. Carpenter, C. Vautier, S. Williams Technologies and Health: Critical Compromises Edited by Jeanne Daly, Marilys Guillemin and Sophie Hill Dealing: Women in the Drug Economy By Barbara Denton References 1 Singer E. Rethinking Life & Death: The Collapse of Our Traditional Ethics. Melbourne : Text Publishing, 1994. 2 Singer P. Ethics, In: P. Singer editor. Oxford Readers. Great Britain : Oxford University Press, 1994. p. 4. 3 Daly J, editor. Ethical Intersections: Health Research, Methods and Researcher Responsibility. St. Leonards ( NSW) : Allen Unwin, 1996. 4 Lesser H. Technology and medicine: means and ends. In: D. Braine H. Lesser editors. Ethics, Technology and Medicine. Aldershot ( GB) : Gower Publishing, 1988. 5 Silverman WA. Human Experimentation. New York : Oxford University Press, 1985. 6 Hammick M. Managing the ethical process in research. In: RA. Brown G. Castledine editors. Key Management Skills in Nursing. Snow Hill ( UK ) : Quay Books, 1996. 7 Singer P. Practical Ethics. 2nd ed. New York : Cambridge University Press, 1993. 8 Kuczewski MG, Polansky R. editors. Bioethics: Ancient Themes in Contemporary Issues. Massachusetts : MIT Press, 2000. 9 Beck U. Risk society: towards a new modernity. In: M. Featherstone editor. Theory, Culture and Society. London : Sage Publications, 1992. p. 210. 10 Rice T. The Economics of Health Reconsidered. Chicago : Health Administration Press, 1998. 11 Evans RG. Strained Mercy: The Economics of Canadian Health Care. Toronto : Butterworths, 1984. 12 Sen A. On Ethics and Economics. Oxford : Oxford University Press, 1987. 13 Barer ML, Getzen TE, Stoddart GL, editors. Health, Health Care and Health Economics. Perspectives in Distribution. Toronto : Wiley, 1998. 14 Evans RG, Barer ML, Marmor TR (editors) Why are Some People Healthy and Others Not? The Determinants of Health of Populations. New York : Aldine De Gruyter, 1994. 15 Van Doorslaer E, Wagstaff A, Rutten F, editors. Equity in the Finance and Delivery of Health Care: An International Perspective. Oxford : Oxford Medical Publications, 1993. 16 WPMM Van de Ven, RP. Ellis Risk adjustment in competitive health plan markets. In: JP Newhouse, AJ Culyer, editors. Handbook of Health Economics. North Holland, 2000. p. 755– 845. 17 Ash AS, Ellis RP, Pope GC. Using diagnoses to describe populations and predict costs. Health Care Financ Rev 2000; 21(3): 7– 28. 18 Pope CG, Ellis RP, Ash AS, et al. Principal inpatient diagnostic cost group model for Medicare risk adjustment. Health Care Financ Rev 2000; 21(3): 93– 118. 19 Davis JB. The Social Economics of Health Care. London : Routledge, 2001. 20 Antioch KM, Walsh MK. Risk adjusted capitation funding models for chronic diseases in Australia: Alternatives to casemix funding. Eur J Health Econ. In press 2002. 21 Antioch KM, Walsh MK. Funding issues for Victorian hospitals: The risk adjusted vision beyond casemix funding. Aust Health Rev 1997; 23(3): 145– 53. 22 National Health and Medical Research Council (2001). How to compare the costs and benefits: evaluation of health economics evidence. Handbook series on preparing Clinical Practice Guidelines. 23 Antioch KM, Jennings G, Botti M, et al. Integrating cost-effectiveness evidence into clinical practice guidelines in Australia for acute myocardial infarction. Eur J Health Econ 2002; 3(1): 26– 39. 24 Antioch KM, Chapman R, Elliot B, et al. Cost effective clinical pathways at The Alfred Hospital: International lessons from Bayside Health, Australia. Aust Health Rev 2001; 24(4): 21– 7. 25 Antioch KM, Chapman R, Wilson J, Douglass J, Santamaria N. Integrating cost-effectiveness evidence into Clinical Practice Guidelines in Australia for chronic obstructive pulmonary disease. Economics and Health:2001. In press 2002, CD-ROM. 26 Illich I. Medical Nemesis: The Expropriation of Health. London : Calder Boyars, 1975. Volume26, Issue3June 2002Pages 284-292 ReferencesRelatedInformation

Book Reviews

Australian and New Zealand Journal of Public HealthVolume 26, Issue 3 p. 284-292 Free Access Book Reviews First published: 25 September 2007 https://doi.org/10.1111/j.1467-842X.2002.tb00694.xAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Abstract Book reviewed in this article: The Cambridge Medical Ethics Workbook: Case Studies, Commentaries and Activities By Michael Parker and Donna Dickenson Ward ethics: Dilemmas for medical students and doctors in training Edited by Thomasine K. Kushner and David C. Thomasma The ethics of medical research on humans By Claire Foster Undue Risk By Jonathan D. Moreno The Social Economics of Health Care Edited by John B. Davis The tyranny of health: doctors and the regulation of lifestyle By Michael Fitzpatrick Gender, Health and Healing: The Public/Private Divide Edited by G. Bendelow, M. Carpenter, C. Vautier, S. Williams Technologies and Health: Critical Compromises Edited by Jeanne Daly, Marilys Guillemin and Sophie Hill Dealing: Women in the Drug Economy By Barbara Denton References 1 Singer E. Rethinking Life & Death: The Collapse of Our Traditional Ethics. Melbourne : Text Publishing, 1994. 2 Singer P. Ethics, In: P. Singer editor. Oxford Readers. Great Britain : Oxford University Press, 1994. p. 4. 3 Daly J, editor. Ethical Intersections: Health Research, Methods and Researcher Responsibility. St. Leonards ( NSW) : Allen Unwin, 1996. 4 Lesser H. Technology and medicine: means and ends. In: D. Braine H. Lesser editors. Ethics, Technology and Medicine. Aldershot ( GB) : Gower Publishing, 1988. 5 Silverman WA. Human Experimentation. New York : Oxford University Press, 1985. 6 Hammick M. Managing the ethical process in research. In: RA. Brown G. Castledine editors. Key Management Skills in Nursing. Snow Hill ( UK ) : Quay Books, 1996. 7 Singer P. Practical Ethics. 2nd ed. New York : Cambridge University Press, 1993. 8 Kuczewski MG, Polansky R. editors. Bioethics: Ancient Themes in Contemporary Issues. Massachusetts : MIT Press, 2000. 9 Beck U. Risk society: towards a new modernity. In: M. Featherstone editor. Theory, Culture and Society. London : Sage Publications, 1992. p. 210. 10 Rice T. The Economics of Health Reconsidered. Chicago : Health Administration Press, 1998. 11 Evans RG. Strained Mercy: The Economics of Canadian Health Care. Toronto : Butterworths, 1984. 12 Sen A. On Ethics and Economics. Oxford : Oxford University Press, 1987. 13 Barer ML, Getzen TE, Stoddart GL, editors. Health, Health Care and Health Economics. Perspectives in Distribution. Toronto : Wiley, 1998. 14 Evans RG, Barer ML, Marmor TR (editors) Why are Some People Healthy and Others Not? The Determinants of Health of Populations. New York : Aldine De Gruyter, 1994. 15 Van Doorslaer E, Wagstaff A, Rutten F, editors. Equity in the Finance and Delivery of Health Care: An International Perspective. Oxford : Oxford Medical Publications, 1993. 16 WPMM Van de Ven, RP. Ellis Risk adjustment in competitive health plan markets. In: JP Newhouse, AJ Culyer, editors. Handbook of Health Economics. North Holland, 2000. p. 755– 845. 17 Ash AS, Ellis RP, Pope GC. Using diagnoses to describe populations and predict costs. Health Care Financ Rev 2000; 21(3): 7– 28. 18 Pope CG, Ellis RP, Ash AS, et al. Principal inpatient diagnostic cost group model for Medicare risk adjustment. Health Care Financ Rev 2000; 21(3): 93– 118. 19 Davis JB. The Social Economics of Health Care. London : Routledge, 2001. 20 Antioch KM, Walsh MK. Risk adjusted capitation funding models for chronic diseases in Australia: Alternatives to casemix funding. Eur J Health Econ. In press 2002. 21 Antioch KM, Walsh MK. Funding issues for Victorian hospitals: The risk adjusted vision beyond casemix funding. Aust Health Rev 1997; 23(3): 145– 53. 22 National Health and Medical Research Council (2001). How to compare the costs and benefits: evaluation of health economics evidence. Handbook series on preparing Clinical Practice Guidelines. 23 Antioch KM, Jennings G, Botti M, et al. Integrating cost-effectiveness evidence into clinical practice guidelines in Australia for acute myocardial infarction. Eur J Health Econ 2002; 3(1): 26– 39. 24 Antioch KM, Chapman R, Elliot B, et al. Cost effective clinical pathways at The Alfred Hospital: International lessons from Bayside Health, Australia. Aust Health Rev 2001; 24(4): 21– 7. 25 Antioch KM, Chapman R, Wilson J, Douglass J, Santamaria N. Integrating cost-effectiveness evidence into Clinical Practice Guidelines in Australia for chronic obstructive pulmonary disease. Economics and Health:2001. In press 2002, CD-ROM. 26 Illich I. Medical Nemesis: The Expropriation of Health. London : Calder Boyars, 1975. Volume26, Issue3June 2002Pages 284-292 ReferencesRelatedInformation

Participatory Internal Learning for Grassroots NGOs in Micro-credit, Livelihoods and Environmental Regeneration

Helzi Noponen describes a unique system designed to build capacities of grassroots NGO programme staff to think critically about programme operations and make strategic changes through a participatory monitoring and evaluation system. The system, called an 'internal learning system' (ILS), is augmented by a human resource development plan for organization staff and leaders designed to build key management skills through a linked set of training activities. This 'Barefoot Managers' curriculum has been launched by SEWA, Self Employed Women's Association, in one of their participant-run rural development associations, Banaskantha DWCRA Mahila SEWA Association (BDMSA), located in a resource poor and drought stricken rural area of northern Gujarat, India. The area faces extreme challenges and SEWA has initiated a participatory approach to the intertwined problems of environmental degradation and poverty. They have launched a variety of projects which improve the environment, provide income earning opportunities, build community assets and strengthen 'social capital'. The unique feature of this approach is that they have done this through leveraging the capacities of poor women as key actors in household and community survival.

Training as a performance appraisal improvement strategy

This paper reviews research findings from 149 managers who work in 22 different US manufacturing and service organizations concerning the top ten rater skills identified as necessary to effectively conduct formal performance appraisals, and why organizations fail to conduct effective rater training with their managers. Four basic integrated stages in the performance appraisal process are identified. The key management skills required in each stage are discussed in terms of how they help organizations improve the operation and quality of their appraisals systems.

Developing academic library skills for the future

The rapid changes in higher education in the UK are prompting library and information professionals to reflect on the nature of the services they provide and on the appropriateness of their skills. Explores the kinds of skills which will be required by academic ‐ and, in particular, subject ‐ librarians in the foreseeable future. Notes that, while technological developments clearly have important implications for libraries, they should not overshadow the more people‐oriented skills which are equally essential for organizing and providing effective services. Makes practical suggestions concerning specific groups of skills including improving credibility with academic staff, giving guidance on teaching information skills, focusing on particular IT‐related skills and acquiring key management skills such as managing change, finance and strategic awareness. Finally, addresses the responsibilities of the library’s management and the individual to ensure that skills are harnessed through co‐ordination and continuity. In this way they will benefit both individual staff and the wider academic community.