scholarly journals Making strategy work: The role of the middle manager

2014 ◽  
Vol 20 (2) ◽  
pp. 165-186 ◽  
Author(s):  
Mari Jansen Van Rensburg ◽  
Annemarie Davis ◽  
Peet Venter
Keyword(s):  
South African ◽  
Middle Managers ◽  
Strategy Implementation ◽  
Operational Performance ◽  
Middle Manager ◽  
Group Discussions ◽  
Downward Influence ◽  
Strategic Role ◽  
Private And Public

AbstractIn recognition of middle managers as influential strategists we collected 654 responses from South African middle managers detailing their spontaneous and unguided descriptions of their strategic roles in the organisation they represent. The results show that middle managers generally associate their strategic role strongly with the traditional perspectives on the roles as implementers of strategies and communicators linking their subordinates and higher levels of management. We add the roles of ‘advocacy’ and ‘improving operational performance’ to the conventional elements of strategy implementation, and the roles of ‘managing performance’ and ‘driving compliance’ to the role of downward influence. Focus group discussions contextualised and authenticated these roles within the South African private and public sectors.

scholarly journals The Good, the Bad and the Blend: The Strategic Role of the “Middle Leadership” in Work-Family/Life Dynamics during Remote Working

2021 ◽  
Vol 11 (8) ◽  
pp. 112
Author(s):  
Paola Spagnoli ◽  
Amelia Manuti ◽  
Carmela Buono ◽  
Chiara Ghislieri
Keyword(s):  
Service Sector ◽  
Middle Managers ◽  
Radical Change ◽  
Work Life ◽  
Psychosocial Risks ◽  
Management Leadership ◽  
Strategic Role ◽  
Current Scenario ◽  
Work Family

The ongoing epidemiological crisis has suddenly steered us towards a new futuristic work scenario in which most service sector employees work remotely, which could be a permanent reality for most service sector employees. This paper focuses on the strategic role that leadership could play in the radical change process that is taking place in work environments. Particular attention was paid to the role of ‘middle managers’ who perform an important function as a link between the strategic vision of top management and the workforce. In addition, special attention was paid to gender differences in work-life dynamics, which are particularly relevant in countries with traditional cultural identities. As this is a conceptual contribution, the most recent studies on this specific role of middle managers have been taken into account and embedded in the current scenario. Therefore, the main contribution in terms of originality was that the current review aimed to leverage such a legacy of knowledge and create a system of evidence-based practical implications for effectively supporting change in organizational culture through the identification of the most appropriate middle management leadership models for remote working that could prevent and/or limit any psychosocial risks (e.g., workaholism and technostress) and longer-term outcomes such as sustainable work-life interface.

scholarly journals Penyempurnaan Hukum Formal Perpajakan Terkait Tata Cara Perpajakan

2020 ◽  
Vol 22 (2) ◽  
pp. 215-240
Author(s):  
Haula Rosdiana ◽  
Maria R.U.D. Tambunan ◽  
Inayati Hifni
Keyword(s):  
Law Enforcement ◽  
Focus Group ◽  
Group Discussion ◽  
Successful Implementation ◽  
Group Discussions ◽  
Strategic Role ◽  
The Government ◽  
Taxation System

Dalam mengoptimalkan penerimaan pajak, pemerintah selayaknya mendesain sistem perpajakan yang berpegang prinsip efisiensi dengan tetap memperhatikan aspek keadil-an dan kesederhana. Dalam sistem perpajakan, hukum formal mempunyai peranan penting dalam mengejawantahkan hukum material, karena itu Undang-undang Ketentu-an Umum dan Tata Cara Perpajakan (KUP) menjadi salah satu kunci keberhasilan implementasi kebijakan pajak. Mengingat strategisnya peran UU KUP, perlu untuk mereview kembali UU KUP yang saat ini berlaku serta perlu dilakukan suatu penyempurnaan. Penelitian ini menggunakan pendekatan kualitatif dengan teknik pengumpulan data kualitatif yang terdiri dari studi literatur dan focus group discussion. Penelitian bertujuan memberikan masukan atas KUP yang saat ini masih dalam proses pembahasan dengan menekankan pada aspek kemudahan (ease of administration), keadilan (equity) dan kepastian hukum (law enforcement). Hasil penelitian ini menekan-kan pada hal-hal terkait (i) perlunya meningkatkan basis data perpajakan, (ii) perlunya menjalankan kemudahan administrasi yang berdasarkan ketentuan yang tegas, jelas, dan sederhana, (iii) penegakan hukum yang tegas, (iv) adanya sanksi yang sebanding dengan pelanggaran yang dilakukan oleh wajib pajak, dan (v) peningkatan kualitas layanan dan profesionalisme petugas pajak. Kajian ini diharapkan mampu mendorong terwujudnya regulasi perpajakan pro terhadap optimalisasi penerimaan tanpa mencede-rai hak-hak wajib pajak. Proposal for Amendment of Formal Law on Taxation Procedure  In optimizing tax revenue, the government should design a taxation system that adheres to the principle of efficiency, justice and simplicity. In the taxation system, formal law has an important role in manifesting laws, therefore laws and taxation procedures (KUP) are one of the keys to the successful implementation of tax policies. Considering the strategic role of the KUP Law, it is necessary to review the KUP Law which is currently in force and needs to be improved. This study uses a qualitative approach with qualitative data collection techniques consisting of literature studies and focus group discussions. The research aims to provide input on KUP which is currently still in the process of discussion by emphasizing aspects of ease (ease of administration), justice (equity) and legal certainty (law enforcement). The results emphasize issues related to (i) the need to increase the taxation database, (ii) the need to carry out administrative facilities based on firm, clear and simple provisions, (iii) strict law enforcement, (iv) comparable sanctions with violations committed by taxpayers and (v) improving the quality of service and professionalism of tax officials. This study is expected to be able to encourage the realization of tax regulations that are pro to the optimization of revenue without harming the rights of taxpayers.

Dynamic managerial capabilities, organisational capacity for change and organisational performance: the moderating effect of attitude towards change in a public service organisation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sunu Widianto ◽  
Yetty Dwi Lestari ◽  
Beta Embriyono Adna ◽  
Badri Munir Sukoco ◽  
Mohammad Nasih
Keyword(s):  
Dynamic Capabilities ◽  
Middle Managers ◽  
Middle Manager ◽  
Organisational Performance ◽  
Content Type ◽  
Organisational Capacity ◽  
Dynamic Managerial Capabilities ◽  
Managerial Capabilities ◽  
Capacity For Change

PurposeThe aim of this study is to explore dynamic managerial capabilities (DMCs) and their effect on public organisational performance. While the previous research has focused on how leadership style impacts on organisational performance, the authors have investigated how the dynamic managerial capabilities of middle managers and their organisational capacity for change as well as their attitude towards the change are linked to organisational performance.Design/methodology/approachThe dataset was gathered during the field research carried out in a large public Indonesian government institution. In total, 313 managers and their direct followers participated in this study. The authors have employed structural equation modelling to test the hypotheses.FindingsThe results of this study demonstrate the role of the dynamic capabilities of the middle managers associated with organisational performance. The results show that dynamic managerial capabilities and organisational performance are mediated by the organisational capacity for change.Practical implicationsMiddle managers should equip and develop their capabilities in order to embrace change in the organisation through the communication between the different staff levels, uniting the vision and mission with the organisational members. Further, the organisation should empower the role of the middle managers by increasing their authority and participation in the policy-making that is part of the change process. In addition, the workplace could implement interventions to optimise the dynamic managerial capabilities held by the middle manager and employees through assessments and mentoring. Finally, particular training programmes could be implemented to boost the employees' skills and flexibility, thereby keeping them agile in the context of the changes in the work environment.Originality/valueThe role of the dynamic managerial capabilities of the middle manager is a prominent factor when facilitating a high level of organisational performance in a public organisation. However, the role of dynamic managerial capabilities does not have a direct effect on organisational performance if the organisation does not have the capacity to change, particularly in the Indonesian context.

Key middle manager trustworthy behaviours that enhance operator participation in continuous improvement systems

2020 ◽  
Vol 12 (3) ◽  
pp. 229-245
Author(s):  
Alvaro Lleo ◽  
Elisabeth Viles ◽  
Daniel Jurburg ◽  
Javier Santos
Keyword(s):  
Continuous Improvement ◽  
Middle Managers ◽  
Team Building ◽  
Training And Development ◽  
Middle Manager ◽  
Content Type ◽  
Managerial Competencies ◽  
Industrial Management ◽  
Points Of View

Purpose This paper aims to identify key middle manager trustworthy behaviours that encourage employees’ participation in continuous improvement activities in industrial contexts. Design/methodology/approach The list of behaviours has been developed in two different phases. First, the authors conducted two concept mappings with operators and middle managers and, subsequently, the authors combined and integrated both points of view. Second, the authors developed an expert panel with researchers, consultants and experienced practitioners of industrial management for debugging and reducing the results, presenting the final list of behaviours. Findings This work presents 55 different middle manager trustworthy behaviours divided into four different categories: human qualities; training and development; technical and managerial competencies; and team building. Research limitations/implications This paper contributes to existing literature about sustainable continuous improvement systems highlighting the role of middle managers and proposes a set of specific middle manager trustworthy behaviours for increasing supervisors’ influence on operator participation. Originality/value After extracting the knowledge of different stakeholders, the list of behaviours identified can serve as a useful tool for recruiting, training, evaluating and developing a supervisors’ managerial style that enhances operator participation in continuous improvement activities.

scholarly journals The role of prophetic action in public theology – the implications for addressing corruption in a context of sustainable development

2014 ◽  
Vol 48 (1) ◽  
Author(s):  
Friedrich W. De Wet
Keyword(s):  
Sustainable Development ◽  
Public Space ◽  
South African ◽  
The Public ◽  
Public Role ◽  
African Churches ◽  
Private And Public ◽  
Two Kingdoms ◽  
The Church

After almost two decades of democratic rule in South Africa, patterns of withdrawal and uncertainty about the complexities involved in defining the contents, rationality and impact of the public role of the church in society seem to be prevalent. As unabated levels of corruption and its sustained threat to sustainable development point out, a long-awaited reckoning should take place – at least in the circles of South African churches from reformed origin – regarding its rich tradition of critical and transformational prophetic involvement in the public space. In this article, the author places different models for the public role of the church in the field of tension that is generated when the private and public spheres meet each other. The author anticipates different configurations that will probably form in this field of tension in the cases of respectively the Two Kingdoms Model, the Neo-Calvinist Approach and the Communicative Rationality Approach.Die rol van profetiese prediking in publieke teologie: Die implikasies vir die hantering van korrupsie in ‘n konteks van volhoubare ontwikkeling. Na bykans twee dekades van demokratiese regering in Suid-Afrika blyk dit dat patrone van onttrekking en onsekerheid oor wat die inhoud, rasionaliteit en impak van die publieke rol van die kerk in die samelewing presies behels, steeds voortduur. In ‘n situasie waaruit dit blyk dat daar geen werklike teenvoeter is vir die hoë vlakke van korrupsie asook vir die bedreiging wat dit vir volhoubare ontwikkeling inhou nie, is dit hoog tyd dat die kerk, ten minste in die geval van die Suid-Afrikaanse kerke van reformatoriese oorsprong, diep oor sy profetiese rol in die samelewing moet besin. Hierdie kerke kom uit ‘n ryke tradisie van kritiese en transformerende betrokkenheid in die publieke sfeer. In hierdie artikel plaas die outeur verskillende modelle vir die publieke rol van die kerk in die spanningsveld wat gegenereer word wanneer die private en publieke sfere mekaar ontmoet. Die outeur antisipeer verskillende konfigurasies wat waarskynlik na vore sal tree in hierdie spanningsveld in die gevalle van onderskeidelik die Twee Koninkryke Model, die Neo-Calvinistiese Benadering en die Kommunikatiewe Rasionaliteit Benadering.

scholarly journals Competitive intelligence: An instrument to enhance South Africa’s competitiveness

2014 ◽  
Vol 8 (2) ◽  
pp. 246-254 ◽  
Author(s):  
Wilma Viviers ◽  
M Muller ◽  
A Du Toit
Keyword(s):  
South Africa ◽  
South African ◽  
Business Environment ◽  
Competitive Intelligence ◽  
Business Sector ◽  
Academic Field ◽  
Global Competitiveness ◽  
The World ◽  
Private And Public

The case for Competitive Intelligence (CI) as an instrument that can enhance the competitiveness of South African companies and South Africa as a country is strong. Various global competitive rankings measurements have indicated over a number of years the areas in which competitiveness is lacking. Moreover, these rankings have indicated that South Africa has failed to improve its position year on year. The fact that the world is becoming increasingly competitive for South African entities is undisputed. Coupled with a fluctuating exchange rate and the country’s geographical proximity, this poses unique challenges facing South African managers who have to deal with various regulations and legislative matters. In order to create and sustain an effective knowledge economy and to enhance global competitiveness, South Africa however has to put appropriate strategies/measures in place to stimulate, encourage and grow knowledge practices. Competitive Intelligence (CI) as a means of making more sense of the competitive business environment and to identify opportunities and risks in time to act upon can be effectively used as a means to enhance competitiveness. Valuable lessons from successful CI practices in the business sector and government can be learnt from elsewhere in the world. CI should be investigated and adapted for South Africa’s business environment. It is therefore the aim of this article to first attempt to describe the role of CI in enhancing competitiveness, specifically in South Africa and secondly, to stimulate thought on how to secure momentum in enhancing CI as an academic field by developing relevant CI courses as well as demonstrating the value of CI to companies in South Africa through research and collaboration between academics and the private and public sectors. 

scholarly journals Knowledge management and public organizations: How well does the model apply to Greece?

2016 ◽  
Vol 2 (1/2) ◽  
pp. 64 ◽  
Author(s):  
Nikos Michalopoulos
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Public Management ◽  
Middle Managers ◽  
Public Organizations ◽  
Public Domain ◽  
Middle Manager ◽  
Action Monitoring ◽  
Model Apply

This paper seeks to shed some light on the field of organizational learning in public organizations. More specifically, the purpose of this paper is to investigate the role of the middle manager in organizations operating in the Greek public domain. Our main finding is that middle manager are, in fact, far from fulfilling the role of knowledge engineers in Greek public organizations, succumbing to old style operationsl duties. Middle managers are merely conduits, translating plans into action, monitoring and controlloin activities to keep things on track. In other words, their role in public management is completely internal, because they have lived theri lives within the functional corridors of an organzation's hierarchy.

scholarly journals Integrating community health workers into the formal health system to improve performance: a qualitative study on the role of on-site supervision in the South African programme

BMJ Open ◽  
2019 ◽  
Vol 9 (2) ◽  
pp. e022186 ◽  
Author(s):  
Yu-hwei Tseng ◽  
Frances Griffiths ◽  
Julia de Kadt ◽  
Nonhlanhla Nxumalo ◽  
Teurai Rwafa ◽  
...  
Keyword(s):  
Health System ◽  
Community Health ◽  
South African ◽  
Health Workers ◽  
Group Discussions ◽  
Skill Levels ◽  
Clinic Staff ◽  
Study Approach

ObjectivesTo explore the role of on-site supervision in community health worker (CHW) programmes and CHW integration into the health system. We compared the functioning of CHW teams reporting to a clinic-based nurse with teams supervised by a community-based nurse. We also consider whether a junior nurse can provide adequate supervision, given the shortage of senior nurses.DesignA case study approach to study six CHW teams with different configurations of supervision and location. We used a range of qualitative methods: observation of CHW and their supervisors (126 days), focus group discussions (12) and interviews (117).SettingSouth Africa where a national CHW programme is being implemented with on-site supervision.ParticipantsCHWs, their supervisors, clinic managers and staff, district managers, key informants from the community and CHW clients.ResultsEffective supervisors supported CHWs through household visits, on-the-job training, debriefing, reviewing CHWs’ daily logs and assistance with compiling reports. CHWs led by senior nurses were motivated and performed a greater range of tasks; junior nurses in these teams could better fulfil their role. Clinic-based teams with senior supervisors were better integrated and more able to ensure continuity of care. In contrast, teams with only junior supervisors, or based in the community, had less engagement with clinic staff, and were less able to ensure necessary care for patients, resulting in lower levels of trust from clients.ConclusionSenior supervisors raised CHW skills, and successfully negotiated a place for CHWs in the health system. Collaboration with clinic staff reduced CHWs’ marginalisation and increased motivation. Despite being clinic-based, teams without senior supervisors had lower skill levels and were less integrated into the health system.

scholarly journals Raising the bar on the foreign portfolio to 25 per cent: Strategic implications for South African investors

2015 ◽  
Vol 18 (3) ◽  
pp. 410-424 ◽  
Author(s):  
David John Bradfield ◽  
Brian Munro
Keyword(s):  
South African ◽  
Efficient Frontier ◽  
Strategic Role ◽  
Portfolio Managers ◽  
The Mean ◽  
Nonparametric Procedure ◽  
Mean Variance ◽  
Portfolio Planning

 Regulation 28 of the Pension Funds Act now permits an increased allocation of 25 per cent to foreign investments. The regulation previously only permitted a 20 per cent allocation. Establishing the optimal foreign allocation for South African portfolio managers given the 25 per cent upper bound is an important consideration for strategic portfolio planning. In this paper we consider two methodological approaches to establish a strategic foreign allocation weight. Our first approach considers the strategic role of foreign investment in South African global balanced portfolios by using a mean-variance efficient frontier framework over a long-term period. We also implement a second assessment methodology that utilises a nonparametric procedure. Both the mean-variance and the non-parametric methodology yield compelling evidence for the foreign allocation to be set at the maximum allowable bound of 25 per cent.

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