State Management Of Development Research Articles

Strategic management of the Arctic zone development based on the multicentric approach

The relevance of the research is determined by the need to create scientifically substantiated approaches to the strategic development management of the Arctic zone on the basis of a multicentric approach. The state management of the development of this region on the basis of the multicentric approach will contribute to the economic growth of the territory. The aim of the research is to study the concept of multicentric interaction between internal and external actors in the territory of the Arctic region, the specifics of their implemented strategic activities, to assess their impact on the state policy of Russia in the Arctic zone in order to develop measures aimed at transforming the strategic development of this territory in order to develop the Arctic zone potential as part of a unified nationwide agenda. The author’s proposed concept of strategic management of the Arctic region development involves the formation of human and social capital, support of local initiatives, diversification of activities, development of public policy based on a balanced consideration of the interests of internal and external actors, as well as the development of appropriate mechanisms to improve the efficiency of the entire Arctic ecosystem. The article uses the methods of structural and system analysis to study the essence of the stakeholder approach in the management of socio-economic systems. The retrospective assessment and textmining of domestic and foreign experience of studying the stakeholder management system allowed to define its role in the state management of socio-economic development of the Arctic zone and to propose the concept of multicentric approach, which allows to differentiate the interests of parties and choose the most effective interaction strategy. It is concluded that to improve the effectiveness of state management of socio-economic development of the Arctic zone it is necessary to develop strategic measures to involve stakeholders in management decision-making processes.

La gestión estatal del desarrollo en América Latina

El predominio de la ideología neoliberal en el subcontinente y los desarrollos que están teniendo lugar en el mercado mundial -donde emergen nuevos actores y se redefinen hegemonías- motivan las presentes reflexiones sobre las relaciones entre el Estado y la economía. La evaluación de los desarrollos teóricos alcanzados sobre el tema arroja deficiencias que dificultan la comprensión de aquellos procesos. La noción de la "gestión estatal del desarrollo" pretende contribuir a un mejor conocimiento de esas relaciones, esta línea de reflexión sugiere un conjunto de tareas para América Latina, algunas de las cuales aparecen aquí sintetizadas en el concepto "gestión originaria del desarrollo".

Predictors of management development effectiveness: an Australian perspective

Management development is increasingly adopted by organizations seeking to attract and retain talented employees. This research project assessed the current state of management development in Australia. Specifically, this paper sought to identify variables associated with management development effectiveness. A model of management development effectiveness was developed and tested in this study through path analysis using the Analysis of Moment Structures Program. Data were collected from 206 managers in 153 organizations in Australia. Eighteen different industries are represented in the sample. The observed model had a good fit with the predicted model and all the predicted paths were significant and in the expected direction. Link to corporate strategy and opportunities for skill utilization were the two variables most closely associated with management development effectiveness. The implications of these findings for improving management development effectiveness are discussed.

Management development in Ireland: the new organizational wealth?

Drawing upon survey data, we assess the current state of management development in Ireland and we identify policy, practice and structural contingencies that help to explain variations in the volume of management development activity undertaken at organizational level. The data show that the level of management development, as measured by the number of days per annum, has increased in recent years with 70 percent of managers in our sample now receiving between one and five days training per year. The mean number of days per annum in Ireland now stands at 4.5. With respect to those factors that appear to affect the level of management development activity, preliminary analysis points to the importance of policy and practice variables over structural ones. Materially, in the human resource domain, our data suggest that organizations with actual policies on personnel/human resource strategy and on management development have higher levels of management development activity and, given the recent tightening in the labor market, many were promulgating their use of developmental interventions as an aid to recruitment/retention. The existence of formal career plans and succession plans, the relative emphasis on the analysis of human resource development needs and the filling of senior and middle management posts via the internal labor market all emerged as predictors of higher levels of management development. Organizations using international experience schemes also ran a significantly higher number of days of management development interventions. In the structural characteristics domain, the data indicate that management development in indigenous companies is at similar levels to internationally owned enterprises in our sample. Here structural explanations such as total employment, sector and unionization did not emerge as being statistically significant.

The Determinants of Management Development: The Views of MBA Graduates

This article is derived from survey data obtained from a structured sample of 450 MBA graduates and is part of a wider programme of research investigating the current state of management development in Britain. The intention is to analyse the determinants of the amount, the methods and the impact of management development systems in UK organizations and to assess these findings in relation to a comparable analysis of HRD managers. Both the amount and the variety of management development methods are greater than has been previously reported and, for the HRD sample, the impact of this activity is broadly positive. While agreeing on the amount, MBA managers are less enthusiastic about the availability and effectiveness of management development they have experienced. Overall, the management development policy choices made by organizations are consistently the most influential in determining outcomes, and the implications for this are discussed.

Barriers to management development in small hospitality firms

The article examines the: nature of management in small firms, using the example of the hospitality industry varying aims of the owner managers and their effect on the running of the business need for higher managerial skills state of management development in the hospitality industry and comments on the lack of strategic thinking and practices. © 1998 John Wiley & Sons, Ltd.

Managing by Learning

There are three things that I attempt in this paper. First, to communicate what I personally mean by Management Learning, on the basis of 17 years of work on the topic at Lancaster. Second, to say something about the theme implied by the title of this paper, `Managing by Learning' (managing is, in an important sense, learning on behalf of organizations). Third, to comment on the state of management development and of management education in this country and in general. This is a personal opinion, based on work in Management Learning at Lancaster, on contemporary management and development policy issues.

Past, Present and Future Management Development in the Former Republics of Yugoslavia

Addresses the state of management development, and particularly management education, in the former republics of Yugoslavia. Describes the special economic and political history of Yugoslavia over the last 45 years, distinguishing it from other Central and East European countries. Places management development in the context of human resource management practices, leading to an identification of missing ingredients for the development of sound professional leadership in the country. Surveys nearly 20 institutions in the former republics of Yugoslavia in terms of present major orientation to MBA or executive education, faculty make‐up, and other main policies. Concludes with a look to the future and recommendations about the next steps that are needed

The State of Management Development in the Federal Service

The State of Management Development in the Federal Service