DYNAMICS OF MIDDLE MANAGERIAL ROLES: A STUDY IN FOUR INDIAN ORGANISATIONS

1991 ◽  
Vol 6 (1) ◽  
pp. 17-24 ◽  
Author(s):  
V. Nilakant
Keyword(s):  
Managerial Roles ◽  
Middle Managerial

Managerial Roles and Behaviour Components Measures

1992 ◽  
Author(s):  
Jay A. Conger ◽  
Rabindra N. Kanungo
Keyword(s):  
Managerial Roles

The Effects of Environment and Technology on Managerial Roles

1994 ◽  
Vol 20 (3) ◽  
pp. 581-604 ◽  
Author(s):  
Barrie Gibbs
Keyword(s):  
Future Research ◽  
Environmental Complexity ◽  
Managerial Work ◽  
Two Samples ◽  
Managerial Roles

Two samples of managers are used to demonstrate that environmental and technological variables affect the frequency of managerial roles as defined by Mint&erg (1973). Environmental complexity increases the frequency of informational roles while complexity and dynamism increase the frequency of decisional roles. The interpersonal roles are predicted by an interaction between complexity and dynamism. Overall routineness decreases the frequency of all roles. The presence of rules increases the frequency of decisional and interpersonal roles. The findings suggest that environmental dimensions and technology need to be taken into account in future research and future theories of managerial work.

scholarly journals Global decentralization policies for education and Tanzanian primary school principals’ responses

2014 ◽  
Vol 9 (1) ◽  
Author(s):  
Grace Rwiza
Keyword(s):  
Social Relations ◽  
Primary Schools ◽  
School Principals ◽  
Primary School Principals ◽  
Political Discourse Analysis ◽  
Core Function ◽  
Managerial Roles ◽  
The Individual ◽  
Modes Of Governance

Blackmore and Sachs’ (2007) opinion that “educational reform needs to be seen within a broader context of restructuring in economic and social relations among the individual, the state and new modes of governance” (p. 1) is relevant for expressing the essence and influence of the global decentralization policies in Tanzania and elsewhere. The 1995 decentralization of the management of primary schools in Tanzania was the outcome of the World Bank’s policies and the International Monetary Fund’s conditions following the economic instabilities of the 1980s. Assuming that public systems are inefficient, autonomy in decision-making and competition are seen as means of achieving high quality and efficiency (Bonal, 2002; Carnoy, 1995; Martinez & Garcia, 1996). The need for autonomy, external accountability and competition has created new managerial roles for school principals even though their core function is to lead instruction (Lingard & Christie, 2003; Reitzug, West, & Roma, 2008; Stewart, 2006). This study explores how principals in Tanzania are harmonizing these roles and is informed by political discourse analysis and decolonizing theories (Abdi & Shultz, 2012; Blackmore & Sachs, 2007; Dimmock & Walker, 2005; Fairclough & Fairclough, 2012; Nyerere, 1968; Wagenaar, 2011). Qualitative interpretive case study is also used to analyze the principals’ experiences. The implementation of a borrowed culture in new contexts creates tensions; thus, the adoption of new roles in the context of decentralization creates conflicts and imbalances. Given that education is a public good, educational policies should be decolonized and separated from market influences.

scholarly journals Implementasi Peran Manajerial Kepala Sekolah di Tk Fastrack Fun School dan Tk Rumah Citta

Media Wisata ◽  
2021 ◽  
Vol 12 (1) ◽  
Author(s):  
Tri Nugroho
Keyword(s):  
Data Analysis ◽  
School Personnel ◽  
Qualitative Approach ◽  
School Program ◽  
Job Descriptions ◽  
Managerial Roles ◽  
School Programs

The Implementation of The Managerial Roles of The principals of Fastrack Fun School and Rumah Citta Kindergarten.The aim of this research is to reveal the implementation of the managerial roles of the principals of Fastrack Fun School and Rumah Citta kindergarten in (1) school programs, (2) school potentials, (3) activating school personnel and (4) school personnel work accomplishment. This research used the qualitative approach. The subjects consist of principals, teachers and employees. The data were collected through observations, interviews and documents. The data analysis used a triangulation methodology. In this research, the interview with the principals was triangulated with the result of the interview with the teachers and employees. The result of this research reveals that the principal of Fastrack Fun School and Rumah Citta Kindergarten plan the school program, including the Sentra and renstop involving teachers and employees. The principals organize the staff in which they can work in their field and potentials, so they can work without overlapping activities, and with specific job descriptions and good coordination so they can achieve the school goals. The principals activate commanding the employees by advising and directing intensively regularly in order to make them work correctly according to the goals. These principals evaluate and conduct the employees in order to make them work and achieve their goals.

Differences in Perceptions of Managerial Roles by Gender among Southern Business Students

1991 ◽  
Vol 69 (3) ◽  
pp. 839-843
Author(s):  
James O. Smith ◽  
Robert E. Schellenberger
Keyword(s):  
Rank Order ◽  
Business Students ◽  
Relative Importance ◽  
Spearman Rank Order Correlation ◽  
Men And Women ◽  
Spearman Rank ◽  
Managerial Success ◽  
Managerial Roles ◽  
Different Types ◽  
Chi Squared

Perception of the roles necessary for managerial success based on the 10 verbal descriptors of the Mintzberg roles were gathered from 128 business students at a southern U.S. university. The objective was to assess whether these 72 men and 56 women viewed the importance of the roles differently. Ratings were collected on the 10 roles for each of four different types of managers. The data were analyzed by one-way analysis of variance, chi-squared analysis, and Spearman rank-order correlation. No differences were observed in the perception of men and women in these roles or of their relative importance.

Changing Domains in the Management Process: Imaging Services Managers in the Post-1990 National Health Service

2000 ◽  
Vol 13 (3) ◽  
pp. 178-186 ◽  
Author(s):  
T. Forbes ◽  
N. Prime
Keyword(s):  
Decision Making ◽  
Healthcare Professionals ◽  
Management Style ◽  
Domain Theory ◽  
Management Process ◽  
Role Change ◽  
Managerial Roles ◽  
Clinical Background ◽  
Management Roles

Much of the current literature on healthcare professionals developing management roles has focused almost exclusively upon hopsital doctors. This paper seeks to redress this imbalance and explores the emergence of the professions allied to medicine (PAMs) as clinical managers. A comparative study of 25 English and Scottish radiographer managers were interviewed. From the interviews, a number of themes were developed associated with moving from a clinical professional to a clinical manager and were analysed using domain theory. These themes included management, professionalism, management style, conflicts between the role of both manager and professional, and role change. Radiographer managers are forming new ‘hybrid’ managerial roles, which have been developing within a changing NHS. A definite tension was seen in this role change, and the transition has not been easy for this group of PAMs. However, they have shown resilience in undertaking both operational and strategic management decisions, while using their clinical background in their decision-making and have much to offer the management process.

The cyber-work performance of managers in education

2021 ◽  
Vol 40 (3) ◽  
pp. 151-167
Author(s):  
Ed Dandalt
Keyword(s):  
Technology Use ◽  
Work Performance ◽  
School Principals ◽  
Survey Method ◽  
Business Organizations ◽  
Content Type ◽  
Workflow System ◽  
Managerial Roles ◽  
School Organizations ◽  
Managerial Employees

PurposeThis study addresses the perspective of N = 273 school principals as related to technology role in performing managerial roles.Design/methodology/approachIn the context of this study, the concept of technology only refers to digital office tools such as microcomputers, email and administrative software. The concept of managerial roles is understood and used herein in relation to the definition provided by Mintzberg (2013) in his managerial typology. Moreover, a survey method was used to collect data from the aforementioned managerial employees. The managerial typology of Mintzberg was applied as a theoretical lens to collect and interpret survey data.FindingsThe findings suggest that surveyed school principals believe that technology use improves their ability to perform informational and decisional roles at work. Arguably, these managerial employees are satisfied with using technology as a labor tool for administrative and managerial work.Research limitations/implicationsThis study is limited because its sample size does not allow the findings to be generalized to all Canadian school principals. Nevertheless, the findings are significant because they suggest that similar to the positive technology-related attitude of managerial employees in business organizations, those in school organizations also perceive technology as an organizational asset. For that reason, management scholars should not only limit their studies of the intersection between technology and managerial roles or work to business organizations. They also need to extend their research studies and fieldwork to school organizations.Originality/valueThe originality of this study lies in the fact that in management literature, the intersection between technology and the managerial roles of school principals is underresearched. As such, this study represents a step forward toward the need to study the technology-related behaviors of school principals to better understand how technology use enables their workflow system.

Professional employees and professional managers: conflicting logics, hybridity, and restratification

2020 ◽  
Vol 7 (1) ◽  
pp. 101-115
Author(s):  
Tracey L Adams
Keyword(s):  
Mixed Methods ◽  
Mixed Methods Study ◽  
Work Experiences ◽  
Professional Work ◽  
Professional Attitudes ◽  
Professional Managers ◽  
Managerial Roles ◽  
Professional Employees

Abstract A plethora of studies have documented the changing nature of professional work and the organizations in which it takes place. Among the most documented trends are the emergence of managerial–professional hybrid workers and professional (re)stratification. Although the links between these two trends have been noted, their interconnections have not been fully explored. This article analyzes data from a mixed-methods study of professional engineers in Ontario, Canada, to explore the extent to which they experience conflicting logics, hybridity, resistance, and restratification. Findings indicate that many engineers could be classified as hybrid, as they see managerial roles as an extension of engineering. At the same time, many others see managers as oppositional to engineers, with different priorities. On the whole, there is evidence of restratification as the work experiences, professional attitudes, and responses to conflicting logics (hybridity or resistance) vary between managers and employees. This restratification has the potential to undermine professional unity.

An institutional perspective of neighbourhood policing reform in austerity era England and Wales

2019 ◽  
Vol 21 (4) ◽  
pp. 230-243
Author(s):  
Jack Greig-Midlane
Keyword(s):  
Cultural Values ◽  
Community Policing ◽  
Police Force ◽  
Institutional Perspective ◽  
Police Reform ◽  
England And Wales ◽  
Managerial Roles ◽  
And Shifts ◽  
Management Functions ◽  
The Impact

In the austerity era in England and Wales, both socio-economic change and shifts in the policing field have triggered a range of police reform narratives. For resource intensive manifestations of community policing, police disinvestment in England and Wales has led to concerns of a swing away from neighbourhood security functions and proactive police work and toward crime management functions and a more reactive approach (Punch, 2012; IPC, 2013). The paper uses an institutional perspective of change in police organisations (March and Olsen, 2011; Crank, 2003) to highlight the importance of values and narratives in processes of reform, mediation, and resistance. The empirical element of the paper explores how changes in the austerity era impact on the reform and delivery of ‘Neighbourhood Policing’ and cultural storytelling in an English police force. The analysis reveals a discursive struggle over the principles and delivery of neighbourhood policing. Police in policymaking and managerial roles subscribe to narratives that suggest Neighbourhood Policing can be reformed to be more scientific, efficient, professional, and effective to counter the impact of austerity, but this is challenged by street level accounts of the impact of austerity on delivery as well as the distinctive cultural values of Neighbourhood Policing Teams.

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