R.T. Hamilton, S.R. Dakin and R.P. Loney
Draws on two surveys of New Zealand general managers – thefirst conducted in early 1984, the second at the end of 1991 – toassess the impact on managers of the substantial…
Abstract
Draws on two surveys of New Zealand general managers – the first conducted in early 1984, the second at the end of 1991 – to assess the impact on managers of the substantial deregulation of the domestic economy. Average age, work hours, educational level and career path changed little over the period. However, the expectation that external pressures would lead to the adoption of more directive management styles is not borne out. Perceived future challenges accord with those revealed in a recent study of European managers, suggesting that the internalization of the New Zealand economy has led to the “internationalization” of managers.
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In 1984 the authors conducted a survey of generalmanagers in Christchurch, New Zealand, to learnhow they approached their work. The managerswere asked to respond to a…
Abstract
In 1984 the authors conducted a survey of general managers in Christchurch, New Zealand, to learn how they approached their work. The managers were asked to respond to a questionnaire listing ten different facets of managerial work. The methodology and findings are presented in this article in the hope that they may be useful to other groups of general managers. The questionnaire will enable managers to identify areas of their work which they may under‐or over‐emphasise. This in turn may reflect potential development needs, or suggest different ways in which the work can be handled.
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Stephen Dakin and Harcourt Gough
Concern over the shortage of managerial talent in New Zealand led a privately owned company in the capital goods market to establish its own management development programme…
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Concern over the shortage of managerial talent in New Zealand led a privately owned company in the capital goods market to establish its own management development programme in‐house, custom‐built on assessment centre principles. The programme recognises that training needs of supervisors and managers fall into three main categories: technical skills, people skills and conceptual and administrative skills. Experience with the programme shows that it is possible and worthwhile for small‐to‐medium sized companies to establish such programmes. The involvement of managers as counsellors is significant in their success. Such a programme must be easy to administer and should keep concurrent assessment to the minimum. Reasons for the failure of previous management training and specific features of the programme are outlined.
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The transition of functional specialists into general managers is recognised as a priority area for management education. This article is concerned with those factors and events…
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The transition of functional specialists into general managers is recognised as a priority area for management education. This article is concerned with those factors and events which general managers themselves regard as having been the main influences on their careers. It addresses the following questions: what skills do general managers acquire as they develop, how are these acquired and how important is management education in this process? The findings should be of interest to aspiring general managers and those charged with identifying and grooming these managers.
In this second and concluding part of an extensivereview of the management development literature,attention is directed to studies which have soughtto describe and explain how…
Abstract
In this second and concluding part of an extensive review of the management development literature, attention is directed to studies which have sought to describe and explain how managers are in fact made and to studies which have emphasised the contextual aspects of the process. The review is concluded with an overall assessment of the management development literature – its strengths and weaknesses – and with an analysis of the implications which this assessment carries for the conduct of future research. Crucial gaps are identified, not least of which is a general failure to locate descriptions of particular management development initiatives within the context of other ways in which the management stock is enhanced, replenished and managed. Another major shortcoming which is singled out as requiring urgent attention is the failure to place management development accounts and prescriptions within the wider context of organisational characteristics.
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Bhawana Bhardwaj, Balkrishan and Dipanker Sharma
Creative entrepreneurship is a vital concept that revolves around setting up a business that is novel, thoughtful, lucrative, and yet compassionate. The global pandemic has made…
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Creative entrepreneurship is a vital concept that revolves around setting up a business that is novel, thoughtful, lucrative, and yet compassionate. The global pandemic has made people realise the significance and importance of creative entrepreneurship. Self-help groups (SHGs) play a pivotal role in boosting the rural economy and empowering people. Rural creative entrepreneurship has witnessed a significant transformation during the COVID-19 pandemic. The conventional concepts vanished due to the modern shift towards digitisation. Usage of the technology became the new normal and SHGs made all possible efforts to acclimatise promptly. Online virtual meetings, conference calls, and groups on WhatsApp made common people techno-savvy, facilitating work from home. The adoption of digitisation became a catalyst for the development of remote/rural areas. The present study is focused on the role of creative entrepreneurship in supporting and helping SHGs to function seamlessly during the COVID-19 pandemic. The authors aimed at analysing pandemic and post-pandemic creative entrepreneurship through SHGs in Himachal Pradesh (India). The authors identify that Creative Entrepreneurship initiatives have changed and supported the livelihood of rural people during the pandemic. This chapter also highlights challenges faced by the SHGs during the lockdown and their resilience strategies.
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Stephen Dakin, V. Nilakant and Ross Jensen
Despite widespread evidence of low predictive and construct validity,personality testing is increasingly being used for the selection ofmanagers. Notes that selection practices…
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Despite widespread evidence of low predictive and construct validity, personality testing is increasingly being used for the selection of managers. Notes that selection practices based on personality testing are not embedded in an explicit theory of performance. Based on available research evidence it is argued that personality is likely to play a relatively minor role as a determinant of managerial performance. Presents results from a small survey of New Zealand recruitment consultants to show that personality testing is widespread in managerial selection, and that there is a tendency to overemphasize the importance of personality as a determinant of performance. This may be one reason for the ascendancy of personality testing in selection. Makes suggestions for improving the ways in which such tests should be used in selecting managers.
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Interest in management development is mushrooming. The number ofarticles which address different aspects of it are likewise increasingapace. This has heightened the need for a…
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Interest in management development is mushrooming. The number of articles which address different aspects of it are likewise increasing apace. This has heightened the need for a broad‐based review which will pull the material together, give shape to it, evaluate it and draw out its implications. In this, the first of a two‐part article, this task is commenced.
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Yong Jian Wang, Monica D. Hernandez, Michael S. Minor and Jie Wei
The purpose of this study is to explore the role of various superstitious beliefs in consumers' information processing and evaluation of brand logos.
Abstract
Purpose
The purpose of this study is to explore the role of various superstitious beliefs in consumers' information processing and evaluation of brand logos.
Design/methodology/approach
When consumers encounter a brand logo without actually experiencing the company's offerings, superstition may be deployed to fill the void of the unknown to evaluate the brand logo and judge the benefits from the offerings represented by the brand. Multiple regression analysis was used to investigate the relationship between consumers' brand logo sensitivity and a number of antecedental superstition beliefs.
Findings
The results indicate that consumers' belief in fate has a negative effect on brand logo sensitivity, and consumers' belief in fortune‐tellers, belief in magic and fictional figures, belief in lucky charms, and belief in superstitious rituals have positive effects on brand logo sensitivity, respectively.
Research limitations/implications
From a consumer perspective, the authors' findings reveal that the more positive attitude consumers have towards a company's visual identity system, the more favorable brand image consumers have toward the company and its offerings.
Practical implications
Marketers should study and understand consumer superstition when attempting to build consumer‐friendly, culturally‐robust, and trouble‐free brands in the marketplace. Managerial implications and corporate branding strategies are suggested to avoid branding pitfalls and maximize brand equity in the consumer market.
Originality/value
The study offers a non‐traditional approach to explaining consumer‐based brand image and brand equity.
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Alan E. Singer and Muhittin Oral
The potential for new insight from inter‐discipiinary research in strategic management research has been widely acknowledged (e.g., Pennings, 1985; Linstone, 1984; Meyer, 1984;…
Abstract
The potential for new insight from inter‐discipiinary research in strategic management research has been widely acknowledged (e.g., Pennings, 1985; Linstone, 1984; Meyer, 1984; Jemison, 1981). Jemison (1981) has commented particularly on the importance of exploring the interactions among “…problems found in the content of strategy and problems found in the processes of formulating and implementing strategy…”. More recently, Ackoff (1987) has advocated research that addresses the problem of the “interaction of strategic behaviour with the configuration and dynamics of the organisation.”