Differences in perceptions of capability, autonomy, and expectations between residents and surgical team members in executing EPAs in Ethiopian medical education

Amare, Equlinet Misganaw; Siebeck, Matthias; Yigzaw, Tegbar; Fischer, Martin R.; Tadesse, Mekdim; Berndt, Markus

doi:10.1016/j.heliyon.2023.e14316

Cited by 2 publications

(1 citation statement)

References 36 publications

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“…These expectations explain the concept of a role, where the individual performing the role is called a focal role holder while the other members are called the role set members. It reiterates that at any point in time, the focal role holder cannot act in isolation but should assimilate one’s role responsibilities in the light of other’s expectations from the role played (Mohd Adnan and Valliappan, 2019; Beauchamp and Bray, 2001; Amare et al , 2023). A role that operates without consideration of role expectations and relating to the organization’s context would result in a relatively ineffective orientation of the roles.…”

Section: Review Of Literature and Theoretical Rationalementioning

confidence: 99%

Does self and role efficacy navigate effectiveness among MSME managers? A process-based perspective

Priyaadarshini,

Jena

2024

JABS

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Purpose The paper aims to propose and validate a process-based model to enhance managerial effectiveness among micro, small and medium enterprises (MSMEs). It has been observed that business uncertainties and inadequate financial resources that MSME entrepreneurs and managers face require them to constantly engage in strong self-awareness and self-regulating behavior to enhance the efficacy in their roles and, henceforth, their role performance effectiveness. Design/methodology/approach The approach for data collection was based on the clustering of MSMEs belonging to the clusters machine tool, pump manufacturing, foundry, textile and auto-component clusters in India. The respondents to the study were MSME entrepreneurs and managers who oversee and manage multiple functions like operations, quality, marketing, sales, supply chain management, procurement, personnel and administration and general administration. Findings The self-efficacy of entrepreneurial managers of MSMEs is observed to play an integral role in enhancing the efficacy of their roles, thus highlighting the use of a process-based perspective while dealing with constant resource constraints and excessive dynamism in their business contexts. The ability to handle multiple tasks effectively and resilience to manage challenges enhances their role-making process, which is significant in achieving and sustaining goal-oriented behavior among MSME entrepreneurs and managers. Practical implications This paper would serve as an effective model for entrepreneurs and managers to enhance their efficacy in the individual and interdependent role context, which would help achieve their individual and organizational goals. The model emphasizes a process-based perspective that thrusts the need to relate to the organizational context, enhancing individual confidence for goal-related behavior and fulfilling their role-related expectations. Originality/value This paper presents a model of enhancing managerial effectiveness that discusses self-efficacy as antecedent behavior. Here, personal and environmental factors aid cognition to one’s capability to construct reality, self-regulate, encode information and engage in effective managerial action.

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Section: Review Of Literature and Theoretical Rationalementioning

confidence: 99%