Managerial Attitudes And Performance Pdf
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- The Impact of Managerial Attitudes on Technology Licensing Performance
- managerial attitudes
- Managerial attitudes and performance
The Impact of Managerial Attitudes on Technology Licensing Performance
National Library of Australia. Search the catalogue for collection items held by the National Library of Australia. Porter, Lyman W. Managerial attitudes and performance. Managerial attitudes and performance [by] Lyman W. Porter [and] Edward E. Irwin Homewood, Ill.
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An attitude is generally defined as the way a person responds to his or her environment, either positively or negatively. An attitude could be generally defined as the way a person responds to his or her environment, either positively or negatively. The definition of attitude is nonetheless a source of some discussion and debate. When defining attitude, it is helpful to bear two useful conflicts in mind. The first is the existence of ambivalence or differences of attitude towards a given person, object, situation etc.
A company culture can and should tremendously affect the attitudes of managers; management is driven by the culture, which, by definition, directs the behavior of business owners, managers and employees toward a common objective. There are a number of ways in which the attitudes possessed by management can be sculpted, enhanced or otherwise changed by the demands of business culture. The attitudes of these managers could become contrary toward their potential for advancement. A new manager may be excited and energized to prove his worth to a company. However, if the culture does not specifically support and empower managers' decision-making efforts, a reversal may occur, changing the upbeat attitude to a fearful one. For example, when challenges arise, managers who typically feel highly capable may experience a change in attitude to being reactive — non-responsive, avoiding responsibility — or expose a victimized attitude, such as by claiming that the problem was not related to them but caused by others. Managers with strong values match up with company cultures purporting high ethical standards in all business dealings.
Managerial behavior in organizations probably is affected by influences from external organizations in the environment. It is hypothesized that the extent of external influence from specific organizations is related to the degree to which the focal organization is interdependent with the external organization. Data from Israeli managers tend to support the principal hypothesis. Firms that sell relatively more to the government perceive themselves as influenced more by governmental demands; firms that are in relatively poorer financial conditions are influenced more by both the government and banks. Managers tend to report spending more time with external organizations to the extent that the firm is interdependent with them.
Managerial attitudes and performance
Show all documents A Study on Analysis of Managerial Attitudes towards ISO Quality Management System Introduction and Implementation Process in Sri Lanka Abstract: ISO certification is expected to help organizations to enhance quality and efficiency, improve communications, achieve competitive advantage and to increase in market share, reduce costs and achieve a high stock price. The successful implementation of the ISO quality management system standard depends on how the standard is perceived by the companies, therefore identification of managerial perception for ISO system is vital. This research paper presents the results of an investigation carried out to identify managerial attitudes towards ISO quality management systems.
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This study investigates the intervening effects of job involvement, managerial attitudes, and information sharing in the relationship between the budget participation and managerial performance of controllers of companies operating in Brazil. Descriptive research was performed through a survey with respondents with budgetary responsibility in companies operating in Brazil. The individuals participating in the study carry out the role of controller, controller manager, or controller coordinator. The theoretical relations investigated in this research were tested using the structural equation modeling technique. The results showed that budget participation positively influences job involvement, which showed a direct and indirect influence on managerial performance, mediated by managerial attitudes. However, vertical information sharing does not have a direct influence on managerial performance. The expectation is to produce evidence of the direct and indirect effects of involvement in the relationship between budget participation and managerial performance, mediated by managerial attitudes towards the budget and the willingness to share information with superiors.
Embed Size px x x x x Managerial Attitudes and Performance. Porter; Edward E. LawlerReview by: Clayton P. AlderferAdministrative Science Quarterly, Vol. JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range ofcontent in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new formsof scholarship.
Сьюзан посмотрела на него и подумала о том, как жаль, что этот человек, талантливый и очень ценный для АНБ, не понимает важности дела, которым занимается агентство. - Грег, - сказала она, и голос ее зазвучал мягче, хотя далось ей это нелегко.