Architect José Ignacio Diaz: The Successful Manager and Landscape Builder of Downtown Córdoba

2021 ◽  
pp. 227-241
Author(s):  
Cristian Gabriel Terreno ◽  
Diego Schmukler
Keyword(s):  
Successful Manager

Leadership and Gender Stereotyping of Emotions

2015 ◽  
Vol 14 (3) ◽  
pp. 153-162 ◽  
Author(s):  
Andrea Fischbach ◽  
Philipp W. Lichtenthaler ◽  
Nina Horstmann
Keyword(s):  
Emotion Expression ◽  
Women's Leadership ◽  
Gender Stereotyping ◽  
Leadership Perceptions ◽  
Target Groups ◽  
Male And Female ◽  
General Managers ◽  
Leadership Success ◽  
And Gender ◽  
Successful Manager

Abstract. People believe women are more emotional than men but it remains unclear to what extent such emotion stereotypes affect leadership perceptions. Extending the think manager-think male paradigm ( Schein, 1973 ), we examined the similarity of emotion expression descriptions of women, men, and managers. In a field-based online experiment, 1,098 participants (male and female managers and employees) rated one of seven target groups on 17 emotions: men or women (in general, managers, or successful managers), or successful managers. Men in general are described as more similar to successful managers in emotion expression than are women in general. Only with the label manager or successful manager do women-successful manager similarities on emotion expression increase. These emotion stereotypes might hinder women’s leadership success.

scholarly journals Book Review: Effective Difficult Conversations: A Step-by-Step Guide

2017 ◽  
Vol 56 (4) ◽  
pp. 297
Author(s):  
Pat Hawthorne
Keyword(s):  
Professional Relationship ◽  
Difficult Conversations ◽  
The Difference ◽  
Successful Manager

“The difference between a minimally successful manager and a truly successful one is the capacity for having effective difficult conversations,” according to Catherine Soehner and Ann Darling (7). In Effective Difficult Conversations, these authors succinctly define difficult conversations, outline key preparation steps, detail how to manage the conversation, explain the need for documentation, and emphasize how to maintain the professional relationship.

scholarly journals Fidel Castro - manager and marketologist of the revolution

2018 ◽  
Vol 6 (8) ◽  
pp. 5-14
Author(s):  
A. M. Gugnin ◽  
Y. A. Lisnevska
Keyword(s):  
Free Choice ◽  
Special Period ◽  
Fidel Castro ◽  
Political Processes ◽  
Early Twenty ◽  
Late Twentieth ◽  
Successful Manager ◽  
Managerial Activity ◽  
The Revolution

The article is devoted to the problems of political leadership. Currently, the leaders of many countries in Europe, Asia and America claim to be the true leaders of their countries. As everyone knows, not everyone succeeds. The authors of this publication have attempted to determine the determinants and parameters of a successful manager of the late twentieth and early twenty-first centuries, choosing an unusual example - the Cuban, by no means the democrat, the partriot of his country, Comandante en Jefe by Fidel Castro. The article shows how, as a result of bold management decisions and the use of marketing technologies, this politician achieved complete independence of his small and weak country. The influence of the personality of Fidel Castro on the historical and political processes in Latin America and the system of relations between the socialist countries is examined. A description is given of the stages of the emergence of socialism in Cuba and the successful actions of the leader of the country to protect the achievements of the world socialist system after it disintegrated. It is pointed out that unlike European countries, socialism was not brought to Cuba on bayonets - it was an informed and free choice. An estimation is given to the creative methods used by Castro to overcome the crisis in the early 90s - the rectification and philosophy of the special period, and also the results of their application in some branches of the national economy-pharmacology, medicine, and tourism. It is established that the politician successfully proved the viability of fidelism, transferring power to Raul Castro. It is shown that Castro also allowed serious miscalculations in managerial activity, such as the policy of exporting the revolution and participation in drug trafficking, which led to numerous victims and loss of prestige of the country. The authors argue that Castro did not understand the laws of social development and the inevitability of the development of democracy, in the marketing plane he was interested only in the market, on the basis that the material and human resources of Cuba are very limited, and before the revolution, economic activity in the country was limited to the production and export of sugar. After adopting Soviet methods of governing the country - long-term plans, socialist competition, the celebration of numerous anniversaries, Castro did not take into account that this was alien to the mentality of the Cubans.

Maria Hirszbein: An (In)visible Figure of Polish Cinema of the 1920s and 1930s

2021 ◽  
Vol 36 (3) ◽  
pp. 61-83
Author(s):  
Małgorzata Radkiewicz
Keyword(s):  
Jewish History ◽  
New Woman ◽  
Social Issues ◽  
Modern Idea ◽  
Work Style ◽  
Film Producer ◽  
Innovative Work ◽  
Film Reviews ◽  
Different Sources ◽  
Successful Manager

Abstract This article examines the career of the Polish film producer Maria Hirszbein (1889–1939/1942) in relation to the development of interwar Polish cinema, including Yiddish films, and the modern idea of a “New Woman.” Investigating Hirszbein's activities as the successful manager of her company, Leo-Film, and as cofounder and member of the Polish film producers’ unions, the article explores her professional accomplishments and innovative work style, which was based on teamwork and promoting young, talented actors, creative directors, and screenwriters sensitive to social issues. In reconstructing Hirszbein's professional biography, the text combines different sources such as press reports, film reviews, photographs from the collection of the Polish National Film Archive (FINA), and data collected by the Institute of Jewish History in Warsaw.

The three philosophies of a successful manager

1993 ◽  
Vol 3 (1) ◽  
pp. 32
Author(s):  
Glenis Moore
Keyword(s):  
Successful Manager

Techniques for the planning and control of animal production research and development

1973 ◽  
Vol 2 ◽  
pp. 57-61
Author(s):  
D. G. Rowlands
Keyword(s):  
Decision Making ◽  
Research And Development ◽  
Systematic Approach ◽  
Management Science ◽  
R And D ◽  
Planning And Control ◽  
Organizational Unit ◽  
Production Research ◽  
And Control ◽  
Successful Manager

THE Management of Research and Development (R and D) is not a precise science and it would be foolish to pretend that it is so. For this reason Management Science is somewhat of a misnomer, but this does not mean that the art of management is not susceptible to analysis and study. On the contrary, it is possible to analyse how good managers work and to identify their strong points. When we do this we are struck by the systematic way in which good managers approach problems. This systematic approach is frequently not appreciated in a conscious way by the managers themselves, but it seems to be the key to their success. Since no manager can operate effectively in isolation, but must communicate with others, it is important for a successful manager to be able to communicate not only his decisions but also the reasoning behind his decisions. A systematic approach to decision making offers a framework for communications, and the larger the organizational unit involved the greater the necessity for information to be written down and passed on in a formal way.

scholarly journals Formulas for being expertise in classroom and students handling

2016 ◽  
Vol 3 (1) ◽  
Author(s):  
J John Sunil Manoah
Keyword(s):  
Good Teacher ◽  
One Step ◽  
Successful Manager

A Person formally engaged in learning especially enrolled in a school or a college where he or she will be put in a space of environment which was known as classroom. It’s all being a part of every educationalist, among them nor everyone had been a good student neither they became a good teacher or whatever we call upon the person who takes care of student and the classrooms, they need some special skills to do that, certainly not in case when they do it name or time sake but when they intend to be one step ahead and prominent to stay in the minds of students forever, they definitely need some special skills, which involves the attributes of one’s Language, Character, Nature, Style, Attitude, Intelligence, Knowledge and Resource. Many may be extraordinary in those skills and still couldn’t be a successful manager of classrooms and students, if we skeptics they common lapse could be in presentation. Herein this article I preferred to give my contemporaries a set of formulas which I practically applied and being successful in handling the students and the classroom which they can utilize to enhance their classrooms and students’ management.

scholarly journals The evaluation of the link between talent and potential of human resources

2010 ◽  
Author(s):  
Daniel Daneci-Patrau
Keyword(s):  
Labor Market ◽  
Human Resources ◽  
Evaluation Program ◽  
The Past ◽  
Personal Profile ◽  
Sales Company ◽  
Continuous Feedback ◽  
Successful Manager ◽  
The Way

The term “talent”, assigned to distinctive employees was certainly the past years leitmotif. Nowadays, the organizations need performance and for this reason they turn their attention towards the instruments which help them discover and explore the potential in people. In a context in which the crisis affects directly the labor market and the employees are more and more afraid of the possibility of losing their jobs, the incertitude and the insecurity appear more often. Especially, in these times, the need for continuous feedback, particularly connected to the decisions taken by the management, to the results of the company, to the adopted strategy and the way in which it reflects itself in the employees’ activity, is felt by all employees, no matter their role or their position. In this article, I presented the personal profile of the successful manager and the execution stages with the related conclusions in an evaluation program for the potential of the human resources in a sales company.

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