Perceived Management Skills Research Articles

The Effect of Perceived Management Skills on Trust in Supervisors: The Mediating Role of Supervisor Support

The Effect of Perceived Management Skills on Trust in Supervisors: The Mediating Role of Supervisor Support

CONTRIBUTIONS OF THE MANAGEMENT SKILLS OF MANAGERS TO ORGANIZATIONAL CLIMATE ACCORDING TO THE OPINIONS OF EMPLOYEES WORKING IN DIRECTORATE OF YOUTH SERVICES AND PROVINCIAL DIRECTORATE OF YOUTH AND SPORTS

This study was conducted in order to reveal the effects of management skills of managers to organizational climate, according to the opinions of employees working in the Directorate of Youth Services and Provincial Directorate of Youth and Sports. The sample group of the study comprises of 73 randomly chosen employees from five cities (Elazig: 17 employees, Diyarbakir: 10 employees, Gumushane: 14 employees, Isparta: 18 employees and Kirklareli: 14 employees). In order to collect the data for the study, “Contributions of Perceived Management Skills of Managers to Organizational Climate Scale”, which was developed by Akar (2006), was adopted. The Scale form consists of 4 subscales and a total of 30 matters. These are “Job Centeredness” , “Tolerance” , “Close Control” and “Contempt” . In the data analysis, frequency and percentage calculations were used. In terms of the mean points on the scale, determinant statistics, normality analysis, and homogeneity results were examined. Due to the inability of the data to present a normal distribution, in independent pair group comparisons, Mann-Whitney U test of non-parametric tests was adopted while Kruskal-Wallis H test was adopted in multiple group comparisons. The statistical meaningfulness degree Alpha (α) error rate was adopted as p<0.05. The following results were obtained as a result of the mentioned tests: No statistically significant difference was observed according to the sample group’s variables of marital status and educational level. In the “Job Centeredness” subscale of the scale, meaningful differences were observed in the professional seniority (0.041<p) and service time (0.039<p). In the “Tolerance” subscale, meaningful differences were observed in the variables of gender (0.012<p) and professional seniority (0.045<p). Furthermore, in the “Contempt” subscale, meaningful differences were observed in the variable of the place of duty (0.015<p). Article visualizations:

The influence of perceived management skills and perceived gender discrimination in launch decisions by women entrepreneurs

Our study answers the call for a better understanding of female entrepreneurs in Morocco and the role families play in launch decisions. The purpose of this paper is to analyze the influence of perceived management skills and perceived gender discrimination in obtaining funds on women entrepreneurs’ propensity to start their businesses with or without family members. Drawing upon the family embeddedness and institutional economics theoretical frameworks, perceived high management capabilities are found to increase the likelihood that a female entrepreneur will set up her business with family members. However, when the entrepreneur perceives gender discrimination in obtaining funds, this will negatively moderate this relationship and will make it more likely that a woman will start her business alone or with nonrelatives. This research contributes to the literature by advancing knowledge of the socio-cultural factors, embedded in the family-oriented contextual framework, that affect women entrepreneurs’ ways of starting their businesses. Implications affecting the success of women-owned start-up businesses and public policy implications are discussed.

Victorian junior doctors’ perception of their competency and training needs in healthcare management

Australian medical speciality colleges have adapted and integrated the CanMEDS Physician Competency Framework into their training programs. The role as manager is one of the competencies and is presently thought to receive little attention during training. The objective of our study was to investigate the perceptions of Australian junior doctors regarding their management skills and their perceived need for management education. In November and December 2011, 1376 junior doctors from eight Victorian metropolitan health services were invited via email to participate in this study. Participating junior doctors received a questionnaire regarding their self- perceived management skills and knowledge and a medical management training needs assessment. The response rate of one of the health centres was too low (6%) and therefore insufficient for credible conclusions to be drawn. Of the other health services, 194 (16%) out of 1213 junior doctors responded to the survey. Overall, the junior doctors rated their perceived competency on a 1-5 Likert scale as moderate (mean 3.45; s.d. 0.42). Of the 194 residents who responded, 71.3% (n=139) reported a need for management training. The junior doctors of Victoria, Australia perceived their knowledge on medical management as moderate. The results of this study showed that there is a perceived need among junior doctors for more management training. This need seems to confirm that management skills are thought to be valuable in medical practice. Our study also suggests that before the development of specific interventions, there is a need for a gap analysis between the perceived and actual management skills desired in medical residents. The attention paid to the role 'as manager' should therefore be embedded in training of all junior doctors.

The Structure Of Graduate Tax Programs: Broad-Based Or Concentration In Tax?

Graduate tax curriculums range from highly concentrated in tax to broad-based. This paper examines perceptions of major accounting firms employees regarding their tax, research, management, computer, and communication skills. Perceptions of broad-based graduates did not differ significantly from that of tax-concentrated graduates. Perceived management skills are greater for graduates with courses in a variety of disciplines. Perceived computer stills are lower for graduates with technical noncomputer courses.

The role of self-efficacy in cardiovascular disease self-management: a review of effective programs

Correspondence: Hannah Katch The George washington University, Department of Health Policy, washington DC, USA Tel +1 202 994 3367 email hannah.katch@gwumc.edu Research objective: To conduct a comprehensive, systematic review of disease self-management programs for patients with cardiovascular disease (CVD), looking specifically at those with self-efficacy as a key component to the effectiveness of such programs on CVD management and outcomes. Study design: We conducted a review of effective strategies promoting patient involvement and engagement in the self-management of CVD. To narrow the scope of the review, we defined strategies that were empirically tested and showed a measurable and positive impact on outcomes that reflect improved self-management (eg, medication adherence or patient’s perceived management skills) and/or improved clinical outcomes (eg, lower blood pressure or reduced hospitalization). Results: We identified five disease management programs focusing on self-efficacy that had been rigorously evaluated by multiple studies in varying patient populations. Each of these programs were shown to be effective in increasing patients’ engagement and involvement in the management of their disease, by demonstrating improvement in self-efficacy while developing patients’ self-management skills. They also were shown to improve clinical outcomes for patients, such as lower blood pressure and reduced hospitalizations. Conclusion: The studies that we reviewed demonstrate the importance of including selfefficacy as a key component in CVD self-management programs. These programs should be multidisciplinary in approach, should be tailored to the needs of the patients, and should have a theoretical foundation of behavior change. More research is needed to investigate the causal link between self-efficacy, self-management and clinical outcomes.