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Managing Exceptionally
Abstract
This paper is about two managers of Red Cross refugee camps in Tanzania who manage by exception in rather exceptional circumstances. Using a model of managerial work that delineates roles carried out at the information, people, and action levels, inside and outside the unit, these managers' activities concentrate especially on communicating and controlling a chaotic situation in a steady state, at least temporarily. While many other managers appear to be moving away from conventional forms of managing--to more linking instead of leading and convincing instead of controlling, etc.--here are two managers who seem to be going the other way, precisely because their situation is so unconventionally risky. Ned Bowman's great contribution has been not justabout risks and options per se, butin the risks that he himself took and the options that he himself exposed. In this spirit, the paper concludes with a plea for the opening up not simply of content, but of context.
... Mintzberg (1994) reviewed his conceptual framework of managerial work and presented an integrated model of managerial practice. Mintzberg (2001) further refined the model managerial work with the manager and their personality and preferences central to expanding layers of activity involving a communications level, an interpersonal level and an action level. Once again leadership (located at the interpersonal level) was an activity within the model of the manager"s job (Mintzberg, 1994(Mintzberg, , 2001. ...
... Mintzberg (2001) further refined the model managerial work with the manager and their personality and preferences central to expanding layers of activity involving a communications level, an interpersonal level and an action level. Once again leadership (located at the interpersonal level) was an activity within the model of the manager"s job (Mintzberg, 1994(Mintzberg, , 2001. Boyatzis (1982) work on managerial competency developed a six-cluster integrated model comprising 21 competencies. ...
... Results indicated a significant crossover of the content, activities and tasks of leaders and managers, with some specialist tasks relating to; maintaining an organisational view and a customer view, and dealing with information through establishing needs, gathering and evaluating, and finally using information. The three information aspects of defining, gather and evaluate, and using information have strong links to Mintzberg (2001) most recent theory of managerial work in which information gathering, transfer and use are present at the communications level of this model. Nienaber (2010, p. 670) further concludes that the literature demonstrates that "leadership and management are inextricably interwoven". ...
A major issue in business literature over the years has been the debate as to whether leadership and management are different constructs and practices or are relatively the same. Many key researchers and writers specialising in the study and development of theory and practice on leadership and management have argued the case for difference (Zaleznik, 1977; Bennis & Nanus, 1985; Kotter, 1990; Hickman, 1990; Rost, 1991) whilst others have argued that the two constructs are fundamentally the same (Drucker, 1988; Gardner, 1990). Yet for more contemporary writers and researchers, the issue is not so much a black or white issue but more grey, the grey of complementarity or interrelationship (Yukl, 1989; Goleman, Boyatzis & McKee, 2001, 2002; Yukl & Lepsinger, 2005). This paper seeks to review salient past literature on the themes of leadership and management considering difference and similarity of the concepts. It also considers more recent takes on the concepts and practice of leadership and management in the 21st century business context. To aid this analysis the authors have looked at primary research on leadership and management practice undertaken by in depth interviews with 20 mid level Australian managers. The paper will present insights from this research to compare with both historic and contemporary views of leadership and management towards defining a series of key characteristics of leadership and management
... A civilized and coordinated response to human tragedy is the only option. Mintzberg (2001) asks how can refugee camps of 175,000 and 20,000 people, respectively, be managed to reduce human tragedy when there are risks of death and massacre? Managing a refugee camp means running a municipality and more, including food distribution, sanitation, road construction and maintenance, housing, and healthcare. ...
... An institution's identity may shift in response to claims made by the actors who can resolve the crisis; hence, the construction of organizational identity is related to the construction of strategic capabilities and resources (Glynn 2000). In resolving the crisis, the actors' activities concentrate especially on communicating and controlling a chaotic situation (Mintzberg 2001). A bottom-up process of environmental sensemaking may lead to the emergence of, and transformation in, institutional logics (Nigam and Ocasio 2010). ...
This virtual special issue (VSI) collects together 19 papers published in Organization Science that explore how organizations learn from crises. The objective is to discuss insights that can help us understand the COVID-19 pandemic crisis, implications that existing research carries for organizations’ abilities to keep hard-earned lessons after the storm passes, and opportunities that the current phenomenon offers for future inquiry in this domain. Organizations, large and small, in scores of countries, have suspended normal operations. To survive, many organizations have adapted by shifting almost all human-to-human interactions online while facing an ethical dilemma and a tense tradeoff between public health and economic well-being. We take stock of the research on organizational learning from crises, summarize useful knowledge for managing the current crisis, and provide directions for future research.
... Kontekst kan ikke kun betraktes som en objektiv virkelighet utenfor aktøren som innehar lederrollen, men må også tilskrives et subjektivt element gjennom aktørens (lederes) aktuelle tolkning av den (Hollis 1994:19). I våre studier har vi tatt utgangspunkt i tidligere forskning som har pekt på at ledelsespraksis vil kunne variere med setting eller kontekst (Hales 1986;Mintzberg 2001). Et viktig utgangspunkt var Mintzbergs inndeling av kontekst som enten den konkrete enhet der ledelse utøves, innenfor den videre organisasjon eller det som er utenfor organisasjonen (Mintzberg 1994a:15). ...
... Observasjonene av ledere har også dannet grunnlag for utskriving av dagshistorier, som tydeligere danner et helhetlig narrativ over lederhverdagen. En slik tilnaerming har vaert inspirert av Mintzbergs analyser av enkeltdager (Mintzberg 1994b(Mintzberg , 2001Mintzberg og Westley 2000), og har dannet grunnlag for analyse av lederhverdagen til en av topplederne som har vaert observert (Askeland 2011). Utskriving av dagshistorien har gitt mulighet for i sterkere grad å trekke veksler på notatene som ble ført i margen som en mini-feltlogg, men også til å se at de ulike aktiviteter også henger sammen i større mønstre og prosesser som ledere er involvert i. Uten at det eksplisitt er gjort rede for denne type dataanvendelse i de øvrige skandinaviske studier, vektlegges nettopp feltnotater som viktige i flere arbeider. ...
... Real options are strategic management of the growth process. In confirmation, we point to the recognition of such a prominent management theorist as Mintzberg (2001), who writes that risk was understood in management solely as a danger in the early times. Still, with the advent of real options, the situation has changed. ...
The real options approach is now considered an effective alternative to the corporate DCF model for a feasibility study. The current paper offers a practical methodology employing binomial trees and real options techniques for evaluating investment projects. A general computation procedure is suggested for the decision tree with two active stages of real options, which correspond to additional investments. The suggested technique can be used for most real options, which are practically essential regarding enterprise strategy. The special case named Binomial-Random-Cash-Flow Real Options Model with random outcomes is developed as the next step of real options modelling. Project Value at Risk is introduced and used as a criterion of investment project feasibility under the assumption regarding random outcomes. In particular, the Gaussian probability distribution is used for modelling option outcomes uncertainty. The choice of the Gaussian distribution is caused by the desire to obtain estimates in the final analytical form. Choosing another distribution for random outcomes leads to using Monte Carlo simulation, for which a general framework is developed by demonstrating some instances. The author could avoid the computational complexity that makes these solutions feasible for business practice.
... 141, 142). Leadership is regarded as context-dependent (Mintzberg, 2001) and thus emphasis is placed on the child welfare leader's interpretation (Hollis, 2002) of his/her reality. ...
The child welfare service in Norway is in the spotlight internationally after the European Court of Human Rights (EMD) convicted Norway of human rights violations in several child welfare cases. Norwegian child welfare services are presented as having weaknesses in competence, prioritization, structure and supervision. The child welfare service in Norway has a decentralized structure, and most tasks are a municipal responsibility. The paper explores what leadership challenges the municipal child welfare leaders are facing at a time when the service is under great pressure, and how we can understand these challenges using paradox theory. The empirical data are based on qualitative interviews with child welfare leaders from different municipalities in Norway. The study shows that Norwegian child welfare leaders have to deal with increasing complexity, and experience tensions between contradictory demands. Child welfare leaders manage multiple, interrelated paradoxes, and handle tensions in different ways. Further, the study shows that paradoxical tensions challenge the professional judgement and that the child welfare leaders’ managerial discretion is reduced. Finally, we discuss the findings as well as the practical implications for managing child welfare services in Norway.
... Institutional scholars have studied refugee asylum seekers in Europe and North America (Hardy 1994;Phillips and Hardy 1997;Hardy and Phillips 1999;Lawrence and Hardy 1999). Just two studies have gathered data from inside refugee camps - Mintzberg (2001) gives an insightful account of refugee camp managers in Tanzania, and de la Chaux, Haugh, and Greenwood (2018) examine the organizational dynamics between camp managers and refugees. ...
For this paper we investigated refugee entrepreneurship in the Dadaab refugee camps, Kenya, a place where humanitarian aid practices and domestic legislation impede entrepreneurship, yet hundreds of new ventures have been established by refugees. The analysis finds that refugee camp entrepreneurs erode formal institutions, recombine conducive aspects of both formal and informal institutions, and exploit the advantages of institutional misalignment. We explain how entrepreneurs strategically maintain rather than overcome institutional misalignment for venture creation. Second, we show how self-determination, rather than mere subsistence or necessity, is an important yet often overlooked motivator for entrepreneurship in low and lower middle-income contexts.
... Konteksten inneholder også et subjektiv element gjennom barnevernlederens aktuelle tolkning av den (Hollis, 2002). Dermed vil lederpraksis kunne variere ut fra kontekst (Mintzberg, 2001). Ved å knytte kontekstbegrepet til meningssammenheng vil vi kunne forstå hva praktisk barnevernledelse og skjønnsutøvelse er og hvordan det foregår. ...
Despite increased focus on both child welfare leadership and discretion, discretion in practical leadership is an unexplored area. This article deals with discretion in practical child welfare leadership. Attention is directed towards what the child welfare leader does when using discretion, and what affects and curtails discretion. The empirical data are based on qualitative interviews with child welfare leaders. The study shows that the child welfare leader’s discretion is a collective process. Further, the child welfare leader experiences broad room for discretion, but the organizational conditions curtail discretion. One’s own competence is not considered to curtail discretion. Finally, we discuss the findings as well as the practical implications for a professionalizing of the leadership of the child welfare service.
... Es handelt sich um Verhaltenserwartungen, die Führungskräfte selbst mit ihrer Rolle verbinden und die auf individuelle Motive und Zielsetzungen, aber auch auf Erwartungen Dritter bzw. wahrgenommene Normen und Werte zurückgeführt werden können (Albach, 1983;Mintzberg, 2001 Mayfield, 2017). Sie kann sowohl "face-to-face" als auch über mediale Kanäle umgesetzt werden und kann im interpersonalen Kontakt ("one-to-one") ebenso wie in Situationen mit mehreren Anwesenden stattfinden (Mast & Stehle, im Erscheinen (Frandsen & Johansen, 2011;Mast, 2019 ...
Der Beitrag untersucht, welches Führungs- und Kommunikationsverständnis Führungskräfte in Veränderungssituationen wahrnehmen und welche Verbindungslinien sich zwischen beiden Verständnissen zeigen. Ausgangspunkt ist die Annahme, dass Führungskräfte und ihre Führungskommunikation zentrale Einflussfaktoren in Veränderungssituationen sind. Ihre individuelle Wahrnehmung dieser Kommunikation steht bislang jedoch selten im Mittelpunkt. Dies gilt insbesondere für die kommunikationswissenschaftliche Forschung zu Organisationskommunikation und Public Relations (PR), die neben der betriebswirtschaftlichen Führungs- und Managementforschung sowie der psychologischen und soziologischen Organisationsforschung Führungskommunikation in Veränderungssituationen thematisiert. Es dominieren die MitarbeiterInnensicht und Perspektiven, die von Führungskräften und ihrer individuellen Wahrnehmung abstrahieren. Nach einer Analyse des Forschungsstandes werden daher Ergebnisse einer Befragung von 71 Führungskräften vorgestellt, die im Rahmen einer Einzelfallanalyse stattfindet. Es handelt sich um Führungskräfte der ersten und zweiten Führungsebene eines mittelständischen Unternehmens der Elektrotechnik-Branche in Deutschland, mit denen leitfadengestützte qualitative Telefoninterviews geführt werden. Die Analyse zeigt, dass unter den Befragten aufgaben- und beziehungsorientierte Führungsverständnisse dominieren. Mit diesen gehen unterschiedliche Dimensionen des Kommunikationsverständnisses und eine andere Bedeutung von Kommunikation einher. Beziehungsorientierte Führungskräfte weisen Kommunikation eine größere Bedeutung zu als aufgabenorientierte Führungskräfte. Der Beitrag untersucht das Führungs- und Kommunikationsverständnis von Führungskräften in Veränderungssituationen aus kommunikationswissenschaftlicher Sicht und exploriert Verbindungslinien zwischen beiden Verständnissen.
This paper examines managers’ understanding of management and communication in change situations from the perspective of communication science and explores links be-tween both understandings. The starting point is the assumption that managers and their communication are key influencing factors in change situations. However, their individu-al perceptions of their communication have rarely been the focus of attention so far. This applies in particular to communication science research on organizational communica-tion and public relations (PR) which, in addition to business management and leadership research, and psychological and sociological organizational research, deals with man-agers’ communication in change situations. Thus far, the literature is dominated by em-ployees' views as well as perspectives that create an abstract image of managers and their individual perceptions. Following an analysis of the state of research, the results of a survey with 71 managers are presented which took place within the framework of a case analysis. Those questioned were first and second level managers of a medium-sized company in the electrical engineering sector in Germany, with whom guided qualitative telephone interviews were conducted. Analysis shows that both a task-oriented and a re-lations-oriented understanding of management dominate among the interviewees. These are accompanied by different dimensions of how communication is understood and de-fined. Relations-oriented managers attach greater importance to communication than task-oriented ones do.
... As noted above, the integration of beauty into the implementation of organizational processes may create added value for organizations. One of the most important managerial activities is communication (Mintzberg, 1971(Mintzberg, , 2001. Taking the example of communication, the choice of beautiful modes and content of verbal and non-verbal communication generates the admiration of the audience and provides satisfaction. ...
Despite an increasing body of scientific evidence accumulated over the last 25 years, organizational design thinking has almost c1ompletely ignored the role of beauty on organizational life and performance. Based on a literature review in the fields of organizational aesthetics and management, this article explores ways in which beauty can create value for organizations. It develops an integrative approach, both rational and aesthetic, that helps better understand the contribution of beauty to organizational efficiency and performance. The analysis shows that beauty in organizations can contribute through different organizational elements: resources, outcomes, processes, organization and environment. It also gives some guidelines on how to measure and integrate it into organizations through the concept of ROIB (Return on Investment in Beauty). Finally, the article concludes with some business implications and suggestions for future research.
... It involves persuading multiple actors from diverse organizational levels, or even diverse organizations, to coordinate their actions when facing to an emergency situation and to subtly communicating informal but critical knowhow about the unfolding situation (cf. Mintzberg, 2001). ...
Organization scholarship has seen an escalation of interest in research into extremes. Comprising several interconnected domains, this growing body of research is decidedly fragmented. This fragmentation risks limiting its potential for advancing management and organization studies. Drawing on 138 articles published in top-tier journals between 1980 and 2015, the purpose of this review is to resolve some of this fragmentation by sharpening definitions and by developing a context-specific typology to help differentiate between contributions from research into risky contexts, emergency contexts, and disrupted contexts. Doing so allows us to let the various literatures speak to each other, and to outline ways to enhance the cumulative potential of extreme context research.
... It involves persuading multiple actors from diverse organizational levels, or even diverse organizations, to coordinate their actions when facing to an emergency situation and to subtly communicating informal but critical knowhow about the unfolding situation (cf. Mintzberg, 2001). ...
Organization scholarship has seen an escalation of interest in research into extremes. Comprising several interconnected domains, this growing body of research is decidedly fragmented. This fragmentation risks limiting its potential for advancing management and organization studies. Drawing on 138 articles published in top-tier journals between 1980 and 2015, the purpose of this review is to resolve some of this fragmentation by sharpening definitions and by developing a context-specific typology to help differentiate between contributions from research into risky contexts, emergency contexts, and disrupted contexts. Doing so allows us to let the various literatures speak to each other and to outline ways to enhance the cumulative potential of extreme context research.
... It was later surmised that all managers must perform these functions, that is, in general, they need to play the roles of goal setters, planners, controllers, coordinators, organization designers, leaders, etc. Studies of what senior managers actually do at work led to the identification of several distinctive roles such as the figurehead, leader, and liaison roles, monitor, disseminator, and spokesperson roles, and entrepreneur, disturbance handler, resource allocator, and negotiator roles (Mintzberg, 1973;Mintzberg, 2001). Some of these roles may be generic to all managers; others may be more specialized by industry, the manager's level or function in the organization, etc. (Kickul and Gundry, 2001). ...
This paper identifies competencies that may aid role effectiveness at senior managerial levels. It fills a research gap: while managerial roles and competencies have been studied fairly extensively, their relationships have not been demonstrated. The performance of senior level managers — and therefore of the organization — depends upon how well they play their varied roles. In this paper, the roles of senior managers have been categorized into nine strategic, nine operations-related, and nine leadership roles. Strategic roles relate to such matters of long-term and organization-wide import as policy formulation, setting of long-term objectives, articulation of a vision of excellence for the organization, contributing to the organization's growth and diversification, procuring of strategic resources and intelligence, etc. Operations-related roles cover implementation of policies and changes, setting short-term targets, work allocation to staff, operating a control system, crisis management, etc. Leadership roles encompass inspiring subordinates, developing effective relationships, getting cooperation, emphasizing core values and norms, mentoring, fostering teamwork and collaborative effort, effective conflict resolution, etc.
Forty-five senior manager-level competencies have been categorized into six groups as follows: competencies related to contextual sensitivity (power structure management) management of initiatives introduction of innovations resilience and effective coping through problem solving effective task execution interpersonal competence and leadership.
The data were gathered from 73 managers attending training programmes for top and senior level managers at the Indian Institute of Management, Ahmedabad, and several associates of these managers. The ratings of each participant and his/her associates for the participant's role effectiveness and competencies were averaged to secure scores for each participant. Correlation analysis was employed to identify relationships between perceived role effectiveness and perceived competencies. The number of statistically significant correlations between the 27 roles and 45 competencies was over a thousand, suggesting a close overall relationship between roles and competencies. To focus only on strong relationships, a cut-off of a correlation of 0.50 was kept. The key findings were: There was a relative deficiency in playing leadership roles and in leadership and interpersonal competencies. There was greater proficiency in playing strategic and operations-related roles. Two relatively weak competency categories were initiatives management and introduction of innovations. The senior managers' main strengths were in the areas of task execution and contextual sensitivity. The number of ‘core’ competencies (competencies strongly correlated with at least 75 % of the roles in a category) ranged from 11 for leadership roles to 18 for strategic roles. Competencies varied considerably in the breadth of their impact on role effectiveness - there were six competencies that were ‘core’ for all three categories of roles (versatile competencies), while nine competencies were specialized in their relationship to specific categories of roles. The six competencies that were ‘core’ for all three categories appeared to be those that enhanced the credibility of the possessor to his/her associates, and possibly thereby enabled the possessor to play so many roles effectively.
This paper concludes with several implications of the findings for management and further work.
... Several empirical studies describe key individuals among public actors shaping places/regions (e.g., Benneworth, 2007;Flyvbjerg, 1998;Horlings, 2012Horlings, , 2014Judd & Parkinson, 1990;Paasi, 1986;Raagmaa, 2001;Westlund & Kobayashi, 2013). Leaders, not managers, make changes Regional higher education institutions in regional leadership and development 261 (Mintzberg, 2001), transforming institutions and enhancing their adaptation to change (Sotarauta, 2009). Leaders create new visions and trustful relations among followers (Bennis, 1997). ...
Regional higher education institutions in regional leadership and development. Regional Studies. This paper analyses the evolution, the embeddedness in regional structures and the contribution to leadership of Estonian regional higher education institutions. The conceptual framework combines institutional and complexity leadership theories to create a typology of regional higher education institutions. The empirical material is based on interviews and survey data. It seems that in order to be successful, regional higher education institutions and their leaders have to act not only as educators but also as proactive institutional entrepreneurs, shaping regional strategies and institutional development as well as national policies.
... Gives historical view and input to formulas (Chen and Lee, 2003) Gives definitions for input (Berson and Dubov, 2011) Provides simple graphics to big questions (Hampapur et al., 2011;Mintzberg, 2001) ...
This systematic literature review offers a roadmap for firms seeking to increase their competitive advantage through data-driven decision-making. Based on current scholarship in strategy as practice, strategic planning, individual behavior, and business intelligence, this review indicates that corporate managers influence decision effectiveness by integrating information into the decision-making process. Decisionmaking is viewed as a single complex phenomenon where individuals come together to make joint decisions through discourse and information use. Ten key elements to this process are identified. Assessing an organization in these ten elements estimates an organization’s cognition. The unique contribution of this paper is the assertion that a firm amplifies its organizational cognition over time by enhancing each of these ten elements in a balanced approach and in a very particular order.
... Moreover, organizational trust lowers transaction and influence costs and effectively prevents opportunistic behaviors (Li 2005). The abilities of leaders play an important role in the smooth implementation of information transfer and sharing within an organization (Mintzberg 2001;Eglene et al. 2007;Gil-Garcia et al. 2007;Prybutok et al. 2008). Luk (2009) asserted that the influence of good managers on ICT affairs is mainly shown in the effective cooperation conditions created in organizations to improve quality of service, provide additional service channels, and improve the customer orientation of ICT based on information sharing. ...
Information and communications technology (ICT) improves the effectiveness and efficiency of government affairs. However, studies on the application of ICT in the educational administrative field are scarce. Through a mixed method approach, the current study focused on the application of ICT in educational administration to enhance collaborative work across different administrative agencies in an university. A Chinese university was taken as an example. A questionnaire survey was conducted among 194 staff members of the student affairs office and the academic affairs office. The results of the structural equation modeling were explained by analyzing interviews with nine leaders from the aforementioned departments. We found that institution authority and information security exert a significantly positive effect on the degree of information sharing and the effect of agency collaboration, whereas cost has a significantly negative effect. Inter-organizational trust and organizational compatibility have a significant positive influence on the effect of agency collaboration. However, these factors do not have a significant influence on the degree of information sharing because of difficulties in differentiating them in the information sharing stage. The “operational abilities” factor does not have a significant influence on the degree of information sharing and agency collaboration, which can be attributed to the background of this study. Information sharing has a negative influence on agency collaboration, which contradicts our hypotheses. The nature and characteristics of information and departments may be acceptable explanations to this phenomenon, which we obtained from the qualitative analysis.
... Last but not least, our experimental results have clear practical implications. Similar to the principals in our experiment, managers in organisations have an important role as internal disseminators of information (Mintzberg, 2001). Yet, many employees complain that they do not receive relevant information in time. ...
Economists have recently started to theoretically analyse the performance implications of transparency in organisations where the principal has private information. An important finding in this literature is that the principal may want to partly withhold information from the agent, and to expose him to uncertainty about the true state of nature. In this paper, we report empirical evidence that such uncertainty exposure is more detrimental to agent effort than previously thought. We design an experiment, in which an agent has only probabilistic beliefs about the true state of nature and needs to choose costly effort that benefits the principal. The true state relates to his fixed-wage, which can either be high or low. Prior to effort choice, the principal can create full transparency by disclosing the true state to the agent via costly communication. Our results show that principals should always create full transparency: even if this requires her to disclose ’bad news’ (the low state), effort increases by 47 percent relative to non-disclosure. We show that the value of transparency extends beyond
positive effects of the personal communication involved. However, half the principals misperceive this value and disclose information too restrictively, thereby foregoing 30 percent of their potential profits. To help overcome this misperception, we provide evidence on agents’ various motivations to reward even the disclosure of bad news.
... These leaders have formal influence over strategic and policy direction. They must align strategy with structures, procedures and systems to help create an enabling organizational culture (Crossan and Hulland 2002, Mintzberg 2001, Senge 1990). Important roles for organization leaders include providing a vision for others to work towards and recognizing risks and challenges to meeting this vision (de Loe and Kreutzwiser 2005, Senge 1990). ...
... Tieto tulee ainoastaan silloin arvokkaaksi, jos sitä käytetään luomaan ensiluokkaisia kyvykkyyksiä toiminnoissa, joita asiakkaat arvostavat (Kaplan ja Norton, 2001). Näin ollen markkinapaikasta ja organisaation kyvykkyyksistä tulee tärkeimmät tietojohtamiseen vaikuttavat tekijät (Murray, 2002) Tietoperusteiset strategiat siirtävät firman keskittymistä pois toimialan asemien luomisesta ja puolustamisesta uusien markkinamahdollisuuksien etsimiseen, yrityksen uudelleenkeksimiseen, ja uusien kilpailukeinojen etsimiseen (Massignham, 2004 (Mintzberg, 2001;Pfeffer et al, 1995). Näin ollen yrityksen johdon tulisikin hyödyntää nämä pääomat määrittäessä liiketoiminnalle sopivaa tietojohtamisstrategiaa (Allee, 1997;Duffy, 2001;Ahanotu, 1998 Kilpailuedun saavuttamiseksi molemmat tiedonjohtamisstrategiat ovat tärkeitä ja kumpaakin voidaan käyttää riippuen liiketoiminnan tyypistä (Smith, 2004). ...
TIIVISTELMÄ Työväestön ikääntyminen on keskeinen ongelma lähes kaikissa teollistuneissa maissa. Ikääntymisen ja eläköitymisen seurauksena organisaatiot voivat menettää kriittistä osaamista ja tietoa. Tärkeiden osaamisten ja tietojen katoaminen saattaa heikentää yritysten kilpailukykyä, erityisesti aloilla, joissa tieto mielletään organisaatioiden tärkeimmäksi resurssiksi. Henkilöstön kehittäminen, tiedon säilyttäminen ja ikääntymisen huomioiminen ovat tämän päivän yritysten keskeisiä haasteita. Tutkimusongelmana on miten ikääntyminen, eläköityminen ja henkilöstön kouluttaminen vaikuttavat yrityksen kilpailukykyyn. Työn tavoitteena on tuottaa tietoa siitä, mitkä ovat henkilöstön ikääntymisen ja eläkkeelle siirtymisen vaikutukset ICT-alan yrityksissä. Lisäksi työn tavoitteena on selvittää, miten ikääntyminen ja eläköityminen tulisi ottaa huomioon yrityksen strategiassa ja liiketoiminnassa, jotta yrityksen kilpailukyky paranisi. Työssä huomioidaan myös koulutuksen merkitys henkilöstöresurssien kehittämisessä. Kirjallisuustutkimus keskittyy yrityksen kilpailukykyyn resurssilähtöisestä näkökulmasta. Siinä otetaan huomioon myös työhyvinvointi, työkyky, ikääntyminen, kouluttaminen, tiedonjohtaminen ja katoava tieto. Ikääntymisstrategiaa ja tiedonsäilyttämisstrategiaa käsitellään myös. Kvantitatiivista tietoa kerättiin Internet-pohjaisella tutkimuskyselyllä ja kvalitatiivinen aineisto henkilökohtaisilla haastatteluilla. Tulosten perusteella ICT-alan yrityksissä ei ole käytössä erityisiä ikääntymisstrategioita, eikä ikääntymistä ja eläköitymistä koeta enemmistössä ongelmaksi. ICT-alalta ei ole eläköitymässä paljoa henkilöstöä lähitulevaisuudessa; osassa tutkituista yrityksistä ensimmäiset eläköitymiset tapahtuvat vasta 20 vuoden päästä. Ikääntymiseen liittyvät ongelmat ovat kuitenkin yrityskohtaisia ja joissain yrityksissä eläköitymiset aiheuttavat todellisen haasteen. Suunnitelmallinen ennakoiva toiminta vaikuttaa olevan yrityksille vaikeaa. Yritykset eivät välttämättä kykene tunnistamaan tai tiedostamaan ikääntymiseen ja eläköitymiseen liittyviä ongelmia. Tutkimuksessa koulutuksen merkitystä yrityksen kilpailukyvylle pidettiin tärkeänä. Johtopäätöksissä yrityksiä kannustetaan henkilökunnan ikääntymistä koskevaan suunnitelmalliseen ja ennakoivaan toimintaan. Jatkotutkimussuosituksena on selvittää, saadaanko muilla aloilla vastaavanlaisia tuloksia kuin tässä tutkimuksessa ICT-alalta.
... People are normally motivated by share ownership as they act and think like owners (Pfeffer and Veiga, 1999). The greater employee involvement is, the greater is the sense of ownership (Mintzberg, 1994a;Mintzberg, 1994b;Mintzberg, 1994c;Dell'Agnese, 2001;Mintzberg, 2001a;Mintzberg, 2001b;Pfeffer, 2001a;Pfeffer, 2001b;Piggott, 1997). Leveraging performance-based rewards, line of sight where workers understand their contribution to the bottom line, and involvement would enhance ownership behaviour and motivation. ...
The main objective of this research is to study the factors that influence the work motivation of shift personnel. For this purpose, a primary survey has been conducted to explore whether salary, bonus and remuneration package of the company; perceived career progression within the organisation; job enrichment and training opportunity as well as good working relationships among superiors, peers and subordinates have an impact on the motivation of shift staff. This research is important to most manufacturing companies as its outcome may enable these companies to develop insights into how to recruit and retain the best shift workers.
... Still, management and organization theory has developed into a flourishing academic discipline that very much focuses on civilian life. Scholars pay attention to insurance firms and banks, textile and automotive industries, schools and universities, oil drill production plants, advertising agencies, information and communicating technology services, airliners, film sets, theatres, orchestras and organizations in the field of public administration, but hardly to organizations in exceptional circumstances (Mintzberg 2001), let alone military organizations. We want to fill this void. ...
... This unequivocally also applies to the military, being urged to combine bridging and bonding practices in today's peacekeeping missions. The military may profit from managerial ideas that have been developed in ordinary circumstances, and use those ideas in the exceptional situations they often find themselves in (Mintzberg, 2001). ...
... For example, Mintzberg stridently argues that managers do not learn management in the classroom (2004), and that the exposure to formal management knowledge can only enhance managerial skills that are already present (Gosling & Mintzberg, 2004). These managers are oriented towards action (Mintzberg, 2001) through a means-ends rationality (Samra-Fredericks, 2003) and theory is applied differently by different managers (Espedal, 2004). Evidence suggests that it is not so much what is known but how it is applied (Haas & Hansen, 2005) and that for the manager, management theories " are just useful or they are not, that's all. ...
Practicing managers, the users and consumers of management theory, are not applying theories as we understand them. They are using an ontologically based version of theory that is only tenuously related to its epistemological origins. We will show that for the management practitioner Lewin's most famous dictum is wrong - and that there really is nothing as good as a practical theory.
... In a pioneering work, Fayol (1916) identified the management of organizations as performing unique functions comprising setting goals, planning how to achieve them,controlling operations,coordinating activities,developing and managing organization structures, and leadership and motivation of staff. Studies of what senior managers do, have led to the identification of further distinctive roles such as the figurehead, leader, monitor, disseminator, spokesperson, entrepreneur, disturbance handler, resource allocator, and negotiator (Mintzberg, 1973Mintzberg, , 2001). In the United Kingdom, such roles have been categorized into a formal set of national performance benchmarks through the Management Charter Initiative (MCI; Management Standards Centre, 2009 ). ...
The purpose of this study was to specify a set of attributes, identified as important precursors to coach selection. Executive coaching has grown exponentially, but there have been few studies as to the efficacy of coaching, including the factors that influence a manager's choice of coach. This study sought to identify these factors. The 45‐item, online survey produced 267 useable responses. Results of the principal component analysis suggested a five‐factor solution, with women showing a statistically significant preference over men for coaches who have the Ability to Develop Critical Thinking and Action, the Ability to Forge the Coaching Partnership and Coach Experience and Qualifications. The impact of coachee age was not significant in selecting executive coaches. The findings show a statistically significant relationship between coach attributes and the intention to continue with coaching. The implications of these findings for the selection of coaches, and for the coaching profession are discussed.
... Since Goffman's classic study of total institutions, an interesting, albeit disparate, body of scholarly literature has emerged that focuses on the study of this type of organization (see Mouzelis 1971;McEwen 1980). This research crosses many disciplines and surveys a diversity of institutions, such as refugee camps (Mintzberg 2001), mental hospitals (Leyser 2003), prisons (Tracy 2004a, b), homeless shelters (Stark 1994), cruise ships (Tracy 2000), and communes (Kanter 1972). While many of these studies investigate the experiences of inmates, patients, staff, ''believers,'' and leaders, an increasing number of studies focuses on the ways in which these institutions are organized to develop insights that may improve processes of total (and ''nontotal'') organizing (McEwen 1980;Shenkar 1996). ...
In this autoethnographic essay, I reflect on my brief personal experiences of conducting field research on ways in which way a small group of Tibetan Buddhist monks enact a monastic total institution in Ladakh, India. More specifically, I analyze my experiences in view of the relationship between dual and nondual mind, as discussed by Henry Vyner (2002) in Anthropology of Consciousness, and use this analysis to develop preliminary insights into the ways in which a Tibetan Buddhist monastery is constituted.
... Researchers also claimed that, through reward and incentive mechanisms, employees' intention to share information and knowledge can be greatly enhanced [17]. Research has also highlighted leadership as a one of the key enablers for the success of IT initiatives in general and information sharing in particular [6,22,28]. ...
This paper examines the technological, managerial, and political barriers as well as enablers for the success of an information sharing initiative in China. A case in the product quality and food safety policy domain is studied. Furthermore, it compares the results of the case study in China with prior research conducted mainly in the western countries to identify similarities and differences, and discusses the impact of political, economic, social and cultural factors on those similarities and differences.
... " SCEM attempts to identify, as early as possible, the resulting deviations between the plan and its execution across the multitude of processes and actors in the supply chain to trigger corrective actions according to predefined rules " (Otto 2003, p. 1). According to Mintzberg, managing exceptions plays an important role in business and is considered one of the main tasks of a manager (Mintzberg 1971, Mintzberg 2001). Therefore, planned and actual values must be assessed for the processes of each hierarchical level. ...
Supply Chain Management (SCM) deals with the management of flows of goods, information and funds within and between supply chain partners in order to satisfy consumer needs in the most eff i- cient way (Chopra & Meindl 2007, Christopher 1998) . Along a supply chai n, var ious decisions have to be made continuously, from the simple choice, which customer order to be processed next, to the serious que stion, whether to select a new supplier or to cancel an existing one (Fleischmann & Meyr 2003) . All of these decisions are supported by the prov ision of re levant informa tion. Therefore, the efficiency of a supply chain is strongly influenced by the accurate setup of information flows for dec i- sion support . Supply Chain Controlling (SCC) supports SCM by providing the right i nformation at the right time to the right manager for rational decision mak ing . However, there is hardly any methodo l- ogy available in order to analyze and re design information flows for controlling activities in su pply chains in a structured way. Based on a business case - a pharmaceutical cold chain - managed by a r- vat o, we show how the informational and organizational situation along a supply chain can be a s- sessed by applying a theory originally grounded in cybe rnetics .
... This unequivocally also applies to the military, being urged to combine bridging and bonding practices in today's peacekeeping missions. The military may profit from managerial ideas that have been developed in ordinary circumstances, and use those ideas in the exceptional situations they often find themselves in (Mintzberg, 2001). ...
In one of its modes, just war theory would also abolish war by the (theoretically) simple method of calling unjust wars ‘crimes’ and just wars ‘police actions’. We have here a nice example of what the Chinese call ‘the rectification of names’, but it presupposes in practice a thoroughgoing transformation of international society.1 In this essay, I argue that just such a thoroughgoing transformation in international society is taking place even though it does not amount to the establishment of a global state, which is what Walzer implied. Just war theory is difficult to apply in the context of those changes we lump together under the rubric of globalisation. A new ethical approach is needed, and one that is grounded in the notion that the rights of individuals supersede the rights of states and that, therefore, international law that applies to individuals overrides the laws of war. In other words, jus in pace cannot be suspended in wartime in favour of jus ad bellum or jus in bello. There is still a role for legitimate military force, but the way it is used is more akin to domestic law enforcement than war fighting. I use the term ‘human security’ to refer to the defence of individuals as opposed to ‘state security’. Of course, some of the just war principles are relevant to law enforcement, as is much of the content of humanitarian law, but a change in the language is important. © Cambridge University Press 2007 and Cambridge University Press, 2010.
Technical colleges are experiencing high levels of annual turnover and retirement among faculty, staff,and administrators. Job satisfaction among employees in these institutions is therefore of vitalimportance to leadership that must increasingly work to understand and address factors of jobsatisfaction and turnover.
When facing a crisis (or preparing for one), decision-makers often turn to peer networks, seeking advice and providing it. Scholars and practitioners endorse sharing knowledge and experience, especially for boosting resilience and combating crises. They believe such decentralized, peer-to-peer contact suits the ill-structured challenges organizations encounter. Yet, this endorsement overlooks a bias known as the Dunning-Kruger effect: People regularly misjudge their own and their peers’ skills. Thus, ascertaining whether a peer is sufficiently skilled to advise is an error-prone endeavor. Because of the bias, a person in need may mistakenly accept poor advice—and then proceed to unintentionally spread it. To understand advice networks in crisis, we weave case studies and experimental evidence into a formal model. Seeding the model with empirical data on skill (mis)judgment, we confirm that advice improves performance, but only if skill misjudgment is assumed away. When the bias is incorporated into the model, the risk of transmitting poor advice increases. As it cascades from one person to another, poor advice undercuts skill throughout organizations and networks. And it reduces the diversity and range of knowledge and advice, further hampering crisis response. Seeking a remedy, we introduce a theoretically-derived mechanism for carving up the advice network, showing how organizational design can ameliorate the risk. We conclude with implications for resilience and crisis research and practice whether in established organizations or entrepreneurial ventures.
This thesis, which starts in a journey about lollipops (hence the title), presents the story of good leadership – a story of what makes leadership good. A chronological history of the development of leadership theory is presented as the base of knowledge upon which this research sits. This thesis answers positively the research question of whether it was possible to find the underlying fundamentals or constructs which allow good leadership to be enacted and be effective across contexts, cultures and organisational types. Through inductive and action research methods, carried out globally, the enactment of good leadership is framed into five dimensions – that of presence, relating, sensemaking, action and service. It presents the Lollipop Model of Good Leadership which permits any leader to become a good leader.
In an interview with Harvard Business review Gary Hamel (Allio, 2009) noted: “Management is the single largest constraint on business performance.” Current management models and practices need to be reviewed because managers do not seem to be able to add significant value to their organisations anymore.
In 2007 the Hay group conducted a study and showed that middle managers in the United Kingdom cost the economy approximately £220 billion per annum (Paton, 2007). According to a Towers Perrin Global Workforce study (2007) it showed overall employee engagement in organisations across the world was 21% whilst disengaged employees was 38%. The Towers study further showed that managers are playing an enormous role in the statistics above.
This study focuses on the concept of creating a management value chain for management, to ensure consistent application of enabling management practices in order to contribute to the improvement of employee engagement and ultimately organisational performance.
This book addresses current and aspiring leaders from across the spectrum of organizational types and functional units and encompasses formal as well as informal leadership at all individual, team, unit, and global levels. Chapter one presents an historical overview of leadership and management theory development, outlining the professional and academic framework within which current narratives have evolved. The authors locate leaders as engaged in a complex journey traversing a challenging and rapidly-evolving terrain within a theatre of action that is undergoing a period of global crisis. The reader is introduced to the definitions and debates about leadership and management boundaries, differences, and overlapping responsibilities. Drawing on both theory and practice, current issues and topics are covered in depth.
Knowledge and information-sharing networks are emerging in an increasing number of government programs and policy arenas. This article reports the results of an exploratory investigation into ways in which leadership and formal authority shaped the course of four knowledge network initiatives. The study treats authority as both formal and perceived. Leadership is assessed in terms of style, focus, and communication strategies. Analysis of the various authority and leadership patterns found in the case studies generated a set of hypotheses with regard to their influence on success of knowledge networks. Findings reveal that formal authority, perceived authority, and a variety of leadership behaviors appear to have important influence on the development and performance of public sector knowledge networks. These factors affect the ability of such networks to achieve their substantive goals and the degree to which these efforts provide satisfying and useful networking relationships among the participants.
Purpose
Humanitarian disasters strike overnight causing urgent demands for assistance in complex environments. Attending to the needs of the beneficiaries requires highly trained and knowledgeable staff. However, humanitarian agencies can neither afford, nor keep on standby full‐time staff with a wide range of knowledge and expertise to meet all possible needs. Some agencies have gained access to additional trained staff through partnership agreements with the private sector. These secondments augment the capacity of humanitarian agencies placing corporate managers in a different setting where they can test their knowledge and skills. The purpose of this paper is to provide arguments to build a business case for corporate managers to be seconded to humanitarian relief operations.
Design/methodology/approach
The paper uses case study research and academic literature.
Findings
The paper provides a list of the managerial roles of humanitarian logisticians to identify the learning opportunities available to seconded staff operating in disaster relief operations. The list of roles may be considered learning opportunities for corporate managers in a different context and setting.
Social implications
The paper shows that there is a possibility to augment the response capacity of humanitarian agencies with corporate managers during a disaster.
Originality/value
The paper focuses on the value of learning during emergency operations for corporate managers.
In this article, the authors aim to apply well-known concepts of managerial work to the military. The concepts and methods used are derived from Henri Mintzberg, who paved the way in discovering the “nature of managerial work.” The data are based on closely observing two commanding officers at Kabul International Airport, operated by the International Security Assistance Force. Those managers play different managerial roles, and the ability to develop three types of roles—informational, interpersonal, or decisional— depends on their hierarchical level, their own functional area, and the complex environment of the military compound. Compared to conventional managers, military managers during multinational deployments have to cope with specific features such as the importance of language and communication skills (information roles), boredom among the workforce (interpersonal roles), as well as suddenly occurring emergencies and multiple (“political”) authority lines inside and outside the mission area (decisional roles).
One major purpose of performance appraisals is to determine individual merit, especially where pay for performance systems are employed. Based upon expectancy theory, high performance ratings should entail high merit increases while low performance ratings result in low merit increases. However, it appears that decoupling performance ratings and merit increases is a common practice, as evident from a survey that was administered to knowledge workers at multiple sites in Pittsburgh, Pennsylvania, USA. Human capital themes that appeared to be fair and/or equitable among the sampled knowledge workers, using a grounded theory approach, included the following collective concepts: marginal, actual performance, good reviews associated with good raises, nice raises, management's reviews are partly or mostly objective, employee intrinsic motivation, attitude, years of service, and appropriate education level. Negative aspects of the performance/reward systems were also explored. Associated training suggestions included constant attention by management that keeps the coupling of performance evaluations and motivational/incentive pay systems alive and well, as well as a system to track corporate goals that allow management to compare training, performance metrics, employee retention, and other data with company-wide goals and employees’ expectations.
As the Internet diffuses into the economy and firms adopt web advertising, firms have a need to understand current customer trends towards technology. Web advertising, only six to eight years old, is in its infancy and may not be fully understood by many advertisers. This paper suggests a deconstruction of web advertising's value chain that may lead to answers for advertiser–which may lead into question several standard methods of evaluating Web advertising, such as banner ads and intrusive pop-ups. The current challenges faced by the industry will cause Web-based advertising agencies to improve the ads they develop, and Web-based ads in the future promise to become more dynamic, interactive, and targeted. Major obstacles to overcome in the world of Web advertising include methods of measuring ad performance and the ethical issues associated with the gathering of customer information on the Web. Once these obstacles are addressed and ad technologies currently in development become more widespread, Web-based advertising will begin to meet its vast potential as an advertising medium.
A classic part of the community development process is people facing an acute economic or social problem connecting with others
specializing in conceptual solutions. For example, South Asian villagers confronting chronic poverty may work with non-governmental
organizations offering micro-credit schemes. These are two sides of the development relationship, the doers and the helpers. While the doers face problems that are unique to themselves, the helpers offer solutions that tend to be generic, applicable
to a variety of contexts. In this paper we seek to bring some conceptual clarity to the relationships between doers and helpers
in development, with a focus on the social sector that operates between business and government. We present a typology of
the organizational forms involved in development, and then look at the gaps between helpers and doers and the approaches used
to bridge them.
The goal of every organization is to manage their knowledge successfully. A firm’s knowledge management strategy should reflect its internal competitive strategy. The strategy chosen should create value for the firm’s customers, turn a profit for the firm and focus on how the firm’s employees deliver on the value, differentiation, and speed. The primary thrust of this paper is to inspect the knowledge management (KM) practices of three organizations and discuss the commonalties based on a grounded theory approach. The results of this research effort are intended to show some of the tools and methods that successful organizations have used to manage their knowledge.
Historically, performance appraisals were intended to focus on three areas: development, motivation, and recognition of achievement. One major purpose of performance appraisals is to determine individual merit, especially where pay for performance systems are employed. Based upon expectancy theory, high performance ratings should entail high merit increases while low performance ratings result in low merit increases. However, it appears that decoupling performance ratings and merit increases is common practice. This paper explores the effects of receiving a low performance rating and high merit increase or a high performance rating and a low merit increase and empirically investigate its impact on knowledge workers’ motivational and general morale.
A real option is the opportunity to make flexible decisions in a continuously changing environment. Real options were used by people long before this concept was formally introduced to academics and the public. Meanwhile research analysis provided better understanding for existing options and more powerful tools for construction of new ones. In practice, real options allow for a manager to choose flexibility for management of the company in uncertain and often unforecastable internal and external environments. This paper aims to provide an introduction to the subject for a Russian-speaking reader. The presentation is organized using numerous examples and cases. In the second part of the paper the author provides his results on classification, usage and concrete applications (IT, brands, valuation) of real options.
In the preceding issue the author posited a distinction between manifest and latent social roles as a basis for analyzing two types of latent organizational roles or identities. Three variables for differentiating latent roles were suggested: loyalty to the organization; commitment to professional skills and values; and reference group orientations. Cosmopolitans and locals were distinguished in terms of these three variables. Certain differences were found between cosmopolitans and locals in terms of influence, participation, acceptance of organizational rules, and informal relations. In the following essay, factor analysis is used to refine the above concepts. Types of locals and types of cosmopolitans are differentiated, and it is suggested that these two identities may reflect the tension between the organization's simultaneous need for both loyalty and expertise.