Managerial Effectiveness

Brodie, Morris; Bennett, Roger

doi:10.1108/eb027741

Cited by 8 publications

(3 citation statements)

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“…For example, Reddin (1974) emphasised it as the extent to which a manager achieves the output requirements of their position, while Kirchoff (1977) perceived it as the act of fulfilling numerous goals rather than optimising one. Furthermore, Brodie and Bennett (1979, p. 14) viewed effectiveness as “results and consequences, bringing about effects, in relation to purpose, giving validity to particular activities”. Boyatzis (1982), however, extended the term to include qualities, intrinsic abilities or personality strengths, while Drucker (1988) concluded that effectiveness is the foundation of success.…”

Section: Managerial Effectivenessmentioning

confidence: 99%

Comparison of public and private sector managerial effectiveness in China

Bao

2009

Journal of Mgmt Development

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PurposeThis paper seeks to explore the similarities and differences in terms of managerial effectiveness between public‐ and private‐sector organisations from the dimensions of motivation, constraints and opportunities.Design/methodology/approachThis research was undertaken in the form of case studies targeting senior managers in four multinational corportations' (MNCs') Chinese subsidiaries. Data were collected through survey and semi‐structured interviews. The analysis of the public sector was referred to previous research conducted by Analoui.FindingsThere are a number of common themes applicable to both sectors. Several identified constraints can be resolved through the provision of specific opportunities and appropriate motivation. The differences identified between the two sectors might indicate a possible development direction for the effectiveness of future senior manager (SMs) in the public sector.Research limitations/implicationsFuture research could consider the use of the Chinese public sector to complete a comparative analysis. Additionally, this research was conducted at one point in time, making it difficult to draw robust conclusions when the selected MNCs are in the developing or transitional phase of their company policies and practices. Therefore, it would be valuable to consider a longitudinal study.Originality/valueThe three‐parameter approach of motivation, constraints and opportunities used in this study has previously been exclusively examined in the public sector to explore senior management's effectiveness. However, it has not been investigated in China and/or the private sector. Consequently, the paper makes a valuable contribution to the literature of managerial effectiveness as well as to China‐related HRM research.

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Section: Managerial Effectivenessmentioning

confidence: 99%

Comparison of public and private sector managerial effectiveness in China

Bao

2009

Journal of Mgmt Development

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“…Because of this difference, they need different educational services as well. Similarity-based services applied through the schooling system was then being questioned, and as the responses, different services were then inserted into the schooling system (Brodie & Bennett, 1979).…”

Section: ) Student Management: Unravel the Common Thread Of Educational Problemsmentioning

confidence: 99%

Student Management: A Philosophy of Contemporary Islamic Education

Shodiq

2019

J. Edu. Teach. Learn.

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The learning process in contemporary Islamic Education is more emphasized on aspects of activities undertaken by students. Education aims to explore and develop the potential of students. Lately, there are symptoms of delinquency that lead to criminal acts that the perpetrators are students in high school. The data released by the Yogyakarta Police stated that during the year 2016 there have been fights between students as many as 43 cases, even until there are victims who died. The incident is very contrary to the slogan of Yogyakarta as a student city. This study aims to analyze how the management of students at SMA Muhammadiyah 6 in Yogyakarta in dealing with various problems of students today. The qualitative approach and descriptive analysis are used to test the data of interviews, observations, and documentation. The results of this study indicate that various strategies are needed in coaching students, so the educational process will be more optimal in exploring and developing students' potential. SMA Muhammadiyah 6 Yogyakarta does not carry out the discipline of students that have been made and does not deal with violations committed by students. Student management does not run according to the rules that have been made, this is because the SMA Muhammadiyah 6 Yogyakarta lacks students. The conclusion of this study shows that the management of students at the SMA Muhammadiyah 6 Yogyakarta is currently less than optimal and there are still minimal programs that can optimize student potential.

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“…(Copeman, 1971;Kotter, 1982;McCall and Lombardo, 1983;Margerison and Kakabadse, 1984). This organizational phenomenon, illusive in nature (Mores and Wagner, 1978), has been known and labeled as a concept which is difficult to quantify (Brodie and Bennett, 1979) and even more difficult to measure (Drucker, 1988), yet it is often talked about and has also attracted much interest both practitioners and academicians. Mintzberg (1973), Kirchoff (1977), Longford, (1979, , and the World Bank (1994) and many other senior researchers have acknowledged its importance.…”

Section: Managerial Effectivenessmentioning

confidence: 99%

Relationship between Organizational Support and Managerial Effectiveness: An Exploration

Srivastava

Sinha

2009

Management and Labour Studies

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This study is an exploration towards identifying the relationship between certain organizational support variables and managerial effectiveness variables. The organizational support variables were facilitative climate of work unit, motivation management plans, organizational norms and values, technologically conducive work conditions and lack of non work norms.Managerial effectiveness was conceptualized in terms of competence, satisfaction, conflict resolution, need fulfillment, value realization, self-concept and recognition. Factor analysis and canonical correlations were sought to answer the research questions. Factor-Analysis results revealed the underlying dimensions of the variables under study. Canonical correlations revealed that a positive significant relationship existed between these two.t Manjari Srivastava is an Associate Professor, HRM at NMIMS University, Mumbai. t A. K. Sinha is a Professor

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Managerial Effectiveness

Cited by 8 publications

References 0 publications

Comparison of public and private sector managerial effectiveness in China

Comparison of public and private sector managerial effectiveness in China

Student Management: A Philosophy of Contemporary Islamic Education

Relationship between Organizational Support and Managerial Effectiveness: An Exploration

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