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References Aslankhani, M. (1996). Descriptive of Management Styles and Organizational Behavioral and the Relationship of Job Satisfaction. Allagheband, A. (1993). Foundamental of theories and Priciples of Educational Management. Tehran, Iran: Besat Pub. Allagheband, A. (1996). General Management. First Edition. Tehran: Ravan Publisher, p. 4-100. Allagheband, A. (1999). Introduction of Educational Management. Tehran, Iran: Rose Publisher. Bahrolulum, H. (1999). The Relationship between Cultural Organisation and Management Style with Job Satisfaction Among

Abstract

The long-lasting training in medicine (more than 10 years) is still an attraction for many excellent students. Most of the evaluation forms during this training are based on theoretical and practical skills. However, could we be sure that the organizational climate provides the most appropriate environment for study and career development? We did a survey on 22 young doctors, residents in public health and management and/or epidemiology aiming at evaluating the personal management style and the management style within the organization (Adizes questionnaires: “Personal Test” and “Task Demands”). The management styles described by Adizes - Producer – Administrator – Entrepreneur – Integrator - and their expression as primary or secondary style were analyzed. We found that the young residents generally have a powerful expression of producer and entrepreneur as personal style, but they tend to become administrators within the organization, mostly during their first years of training.

. Strategic Management Journal, vol. 31, no. 5, 530-546. 5. Helm, S. (2011). Employees’ awareness of their impact on corporate reputation. Journal of Business Research, vol. 64, no. 7, 657-663. 6. Irtwange, S.V. i Orsaah S. (2009). Impact of management style on performance indicators of academic Staff. Educational Research and Review, vol. 4, no. 12, 602-615. 7. Jacob, F. i Rettinger, B. (2011). The Role of customer co-production in value creation, Proceedings of the Naples Forum on Service, Capri, Italy, http://www.naplesforumonservice.it/uploads/files/Jacob,%20Rettinger

. [online] http://mek.oszk.hu/11400/11406/11406.pdf (18.07.2019). Kim, S. (2002). Participative management and job satisfaction. Public Administration Review, 62(2), pp. 231-241. Kocher, M. G., Pogrebna, G. and Sutter, M. (2013). Other – regarding preferences and management styles. Journal of Economic Behavior & Organization, 88, pp. 109-132. Kostera, M., Konwacki, S. and Szumski, A. (1998). Zachowania organizacyjne: motywowanie, przywództwo, kultura organizacyjna [in:] Koźmiński, A.K. and Piotrowski, W. (ed.), Zarządzanie. Teoria i praktyka. PWN, Warszawa. Luthans, F

Abstract

The creation, dissemination and use of knowledge depends on many factors related to both the specificity of the enterprise, the type of organizational solution, the style of human resource management used, the potential of employees and, above all, the ability of the company to use this potential. From the point of view of efficiency of acquiring, disseminating and using knowledge in the enterprise, human resources management is of key importance. Methods and techniques used in this area should be thoroughly analyzed and critically evaluated in terms of their relevance and real positive impact on knowledge management. This study attempts to analyze selected issues related to the company’s management style, the existing variant of the organizational structure and the general assumptions of the knowledge management system. The main goal of the study was to identify trends and dependencies between these factors in the context of knowledge management effectiveness. The study used a questionnaire consisting of 63 questions. In individual companies the questionnaire was each time filled in by the representative of the company’s top management. The study presents a part of the examined issues directly related to the indicated topic based on data obtained from 105 enterprises.

Abstract

Academic research regarding cross-cultural management has gained fundamental importance in today’s globalised business world. Within this field, this paper examines cultural synergy and friction of Austrian and Korean business culture. Austrian companies have a high export orientation and have shown strong interest in doing business with Korea, which has been identified as an exceptionally attractive location for subsidiaries of foreign MNEs. Applying the Analytical Hierarchy Process, Korean employees in Korean subsidiaries of Austrian companies were surveyed regarding their satisfaction levels in different job aspects as well as their preferences regarding alternatives in the criteria leadership style, work teams, and tasks and responsibilities. The study found synergy between the preferences of Korean employees and Austrian management in the importance placed on challenging projects and chances for personal achievements at work, as well as the lack of desire for close personal relations with superiors and colleagues. The latter represents a unique finding, contrary to what had been suggested by the relevant literature. Additionally, the research found areas of cultural friction regarding the importance assigned to consultative decision-making, a relaxed use of time, and freedom when performing work tasks. Overall good satisfaction levels of Korean employees in the subsidiaries were reported.

Abstract

The article discusses the problems of commercial banks related to the deterioration of their image as employers, especially in eyes of the millennial generation, which soon will become the most attractive category for employment in modern business. The main criteria that guide the millennial generation when choosing a future job are identified. A detailed analysis of the strengths and weaknesses of banks as employers has been carried out, and advice for image improvement has been formulated, aimed at the young audiences of potential bank employees. It was proven that banks should build not only an effective PR campaign to create a powerful image of a reliable employer, but at the same time they should establish a reliable system to counteract unfair competition, ultimately aimed at destabilizing financial institutions, which are most sensitive to image problems.

[ Phillips and Gully, 2012 ]. “Compromising” style involves “intermediate concern for self and others” [ Rahim and Buntzman, 1989 , p. 197]. This has been associated with a give-and-take concession approach, with the aim to get to a midpoint agreement [Gudykunst, 2005], and by following this style, each party sacrifices something to end the conflict. This middle-ground style shows a moderate concern for one’s personal interests and a moderate concern for those of the other party [ Phillips and Gully, 2012 ]. Conflict management styles (CMSs) that treat the other side with

Abstract

Japan's thinking and management practices have developed under the strong influence of culture. The contemporary economic and social circumstances, marked by the phenomenon of globalization, raise the question of the perenniality and transferability of the traditional Japanese management style.

Abstract

Despite the differences between Japanese and styles, both will have a huge impact on their national economies. In terms of cultural management styles will continue to present significant differences. Although nothing is certain, both Americans and Japanese must continue to adapt their management styles to maintain global competitiveness. In general, human resources, labor relations within organizations are mainly features that differentiate the Japanese management system of other countries, especially the US.