A typology-based approach to adopting effective management styles for enterprise systems

Author(s):  
Mo Mansouri ◽  
Alex Gorod ◽  
Brian Sauser
Author(s):  
Alla Klochko ◽  

Introduction. Effective management of educational organizations in modern conditions largely depends on managers' innovative management styles. This implies the development and use of special training programs that would contribute to education managers' psychological training in using innovative management styles. The aim of the study: to analyze the features of the use of interactive techniques in education managers' psychological training (as part of the training program «Psychology of Development of Educational Organization Managers’ Innovative Management Styles»). Research methods. Interactive techniques for the organization of education managers' psychological training. Results. The article analyzes the content and use of interactive techniques that relate to the main components and stages of the training program «Psychology of Development of Educational Organization Managers’ Innovative Management Styles» Conclusions. The use of certain interactive techniques makes it possible to create favorable conditions for training educational organization managers to develop and use innovative management styles.


2020 ◽  
Author(s):  
Vivek Puri

Amongst various definitions of Management, one of them declares it as the activity of controlling something, or of using or dealing with something in a way that is effective. Management style refers to a distinctive manner or custom of behaving or conducting oneself. In the field of management, the challenge of any study is the absence of a single conclusive solution to a management problem. There exists a perennial need to identify robust & practical management styles that help in mastering the art of management. Theoretically, there could possibly be as many styles as the number of managers. It is evident that each style as enunciated by any one school of thought excludes some dimensions of management which are then captured in other styles by another school of thought. This paper aims at identifying, codifying, sequencing, and articulating various Management Styles based on Ancient Indian Wisdom. Using Qualitative Data Analysis methodology & applying the Grounded Theory Approach, based on both contemporary thought as well as the Guna (Nature) theory, given in the ancient Indian texts, this paper evolves six universal management styles, viz, Management by Self Transformation, Management by Good Counsel, Management by Time, Management by Luminous Unactivity, Management by Passionate Activity, and Management by Indolent Activity.


2020 ◽  
Author(s):  
Vivek Puri

Amongst various definitions of Management, one of them declares it as the activity of controlling something, or of using or dealing with something in a way that is effective. Management style refers to a distinctive manner or custom of behaving or conducting oneself. In the field of management, the challenge of any study is the absence of a single conclusive solution to a management problem. There exists a perennial need to identify robust & practical management styles that help in mastering the art of management. Theoretically, there could possibly be as many styles as the number of managers. It is evident that each style as enunciated by any one school of thought excludes some dimensions of management which are then captured in other styles by another school of thought. This paper aims at identifying, codifying, sequencing, and articulating various Management Styles based on Ancient Indian Wisdom. Using Qualitative Data Analysis methodology & applying the Grounded Theory Approach, based on both contemporary thought as well as the Guna (Nature) theory, given in the ancient Indian texts, this paper evolves six universal management styles, viz, Management by Self Transformation, Management by Good Counsel, Management by Time, Management by Luminous Unactivity, Management by Passionate Activity, and Management by Indolent Activity.


2011 ◽  
Vol 55 (2) ◽  
pp. 132-146 ◽  
Author(s):  
Joel Roache ◽  
Ramon (Rom) Lewis

This article examines teachers' views of their management styles, classified as either ‘coercive’ or ‘relationship’ -based, for 145 primary and 363 secondary school teachers in Victoria, Australia. It finds that management that combines punishment with aggressive and hostile behaviour can exacerbate misbehaviour and increase student distraction. In contrast a combination of rewards and punishments, set in a context of discussion, validation of appropriate behaviour, involvement and trust, will encourage student responsibility and reduce misbehaviour. This study seeks to extend upon a 2001 study that reported generally similar findings from the reports of 3500 students attending the same schools as the teachers whose views are reported in this article. The discussion considers the most effective management strategies for reducing student misbehaviour and distraction, comparing both students' and teachers' views, as well as techniques that increase student responsibility and protection of rights, emphasising techniques and strategies that involve the use of recognition and rewards.


2010 ◽  
pp. 108-117 ◽  
Author(s):  
I. Smotritskaya ◽  
S. Chernykh

The article analyzes the conceptual framework of public procurement system as an integral part of public regulation to ensure effective management of public resources. The authors consider the problems of transition to a new "quality" of the procurement system, increasing its innovative activity. They put forward proposals for institutional framework and mechanisms of regulating procurement, meeting the needs in innovative upgrading and modernization of the Russian economy.


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