scholarly journals A Vignette Study of Middle Managers’ Responses to Continuous Improvement Initiatives by Top Management

2019 ◽  
Vol 10 (6) ◽  
Author(s):  
Freek Hermkens ◽  
Sharon Dolmans ◽  
A. Georges L. Romme
Keyword(s):  
Continuous Improvement ◽  
Middle Managers ◽  
Top Management ◽  
Vignette Study

Tailoring the Weights on Objective versus Subjective Performance Measures between Top Management and Middle Managers: Evidence from Performance-Based Equity Incentive Plans

2019 ◽  
Vol 32 (3) ◽  
pp. 49-70
Author(s):  
Clara Xiaoling Chen ◽  
Yongjing Gao ◽  
Yue Wang ◽  
Shuang Xue
Keyword(s):  
Performance Measurement ◽  
Performance Measures ◽  
Price Competition ◽  
Middle Managers ◽  
Cost Benefit ◽  
Top Management ◽  
Public Firms ◽  
Organizational Stability ◽  
Incentive Plans ◽  
Equity Incentive

ABSTRACT This study examines the determinants of performance measurement tailoring between top management and middle managers in compensation contracts. Theoretically, while tailoring potentially enhances the informativeness of performance measures for top management and middle managers respectively, it may reduce the incentives for the two parties to coordinate with each other. We expect a firm's decision to tailor performance measurement between top management and middle managers to be driven by this cost-benefit trade-off. Using hand-collected data from performance-based equity incentive plans from Chinese public firms, we find evidence consistent with the predictions derived from our theoretical framework. Specifically, we find that the likelihood that a firm tailors the weights on objective versus subjective performance measures between top and middle managers increases with competition intensity, non-price competition, environmental uncertainty, and CEO power, and decreases with organizational stability and growth opportunity. Furthermore, we find that suboptimal tailoring decisions are associated with higher management turnover.

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.

When Can Humble Top Executives Retain Middle Managers? The Moderating Role of Top Management Team Faultlines

2017 ◽  
Vol 60 (5) ◽  
pp. 1915-1931 ◽  
Author(s):  
Amy Y. Ou ◽  
Jungmin (Jamie) Seo ◽  
Dongwon Choi ◽  
Peter W. Hom
Keyword(s):  
Middle Managers ◽  
Top Management Team ◽  
Management Team ◽  
Top Management ◽  
Top Executives ◽  
Moderating Role

scholarly journals The politics of sensemaking and sensegiving at work

2014 ◽  
Vol 26 (1) ◽  
pp. 3-21 ◽  
Author(s):  
Cathrine Filstad
Keyword(s):  
Leadership Style ◽  
Middle Managers ◽  
Middle Management ◽  
Top Management ◽  
Content Type ◽  
Political Activities ◽  
Political Processes ◽  
Top Managers ◽  
New Knowledge ◽  
Depth Interviews

Purpose – The aim of this paper is to investigate how political activities and processes influence sensemaking and sensegiving among top management, middle management and employees and to examine its consequences for implementing new knowledge. Design/methodology/approach – Data were collected in a Norwegian bank using in-depth interviews with middle managers and financial advisers. Observations of meetings, informal conversations and verbatim notes were also used in data collection among top managers. A practice-based approach was used as an analytical lens. Findings – Top managers' political activities of excluding others from the decision process affect their sensemaking and resulted in sensegiving contradictions between spoken intent and how to change practice. Middle managers' political activities were to accept top managers' sensegiving instead of managing themselves in their own sensemaking to help financial advisers with how to change their role and practice. As a result, middle managers' sensemaking affects their engagement in sensegiving. For financial advisers, the political processes of top and middle managers resulted in resistance and not making sense of how to change and implement new knowledge. Research limitations/implications – A total of 30 in-depth interviews, observations of five meetings and informal conversations might call for further studies. In addition, a Norwegian study does not account for other countries' cultural differences concerning leadership style, openness in decisions and employee autonomy. Originality/value – To the author's knowledge, no studies identify the three-way conceptual relationship between political activities, sensemaking and sensegiving. In addition, the author believes that the originality lies in investigating these relationships using a three-level hierarchy of top management, middle management and employees.

Top Management Team and Middle Managers

2007 ◽  
Vol 38 (3) ◽  
pp. 360-386 ◽  
Author(s):  
Anneloes M. L. Raes ◽  
Ursula Glunk ◽  
Mariëlle G. Heijltjes ◽  
Robert A. Roe
Keyword(s):  
Middle Managers ◽  
Top Management Team ◽  
Management Team ◽  
Top Management

scholarly journals SUPPLY CHAIN QUALITY MANAGEMENT (SCQM) PRACTICES AND THE EFFECTS ON CUSTOMERS’ SATISFACTION IN THE BREWERY COMPANIES IN CAMEROON

2020 ◽  
Vol 5 (1) ◽  
pp. 73-86
Author(s):  
Nicodemus Tiendem ◽  
Elle Serge Messomo ◽  
Sama C. Molem ◽  
Sunday Agbor Mbu
Keyword(s):  
Supply Chain ◽  
Quality Management ◽  
Customer Satisfaction ◽  
Continuous Improvement ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Customer Relationship ◽  
Top Management ◽  
Management Commitment ◽  
Top Management Commitment

Purpose: The heightening of competitive pressures has led companies to utilizing quality management practices through indirect competition. The brewery companies in Cameroon recently are noticing a wide variety of practices to this effect. This paper so sort to identify the supply chain quality management practices suitable for the brewery companies in Cameroon and also to examine their effects on customer satisfaction. Methodology: The study made use of a case study survey research design. The quest for originality and the desire to address issues particular to the brewery companies in Cameroon gave room for the use of primary data collected using a survey questionnaire. From a diverse population 200 customers of the four principal brewery companies in the South West Region participated in the study. The Cronbach’s Alpha was used to identify key constructs of supply chain quality management while the OLS technique was used to examine their effects on customer satisfaction. Results: The study found that the supply chain quality management practice suitable for the brewery companies in Cameroon were top management commitment, strategic supplier partnerships, customer relationship management, information sharing and continuous improvement and innovation. Further, top management commitment, strategic supplier partnerships, customer relationship management, continuous improvement and strategic supplier partnership were found to significantly affect customer satisfaction at 5% level of significance while information sharing was insignificant. Generally, 39.9% of variations in customer satisfaction were as a result of changes in supply chain quality management. Unique contribution to theory, policy and practice: The unique contribution to practice rest on clearly identifying the constructs of supply chain quality management suitable to the brewery companies in Cameroon. In relation to theory the study established a significant relationship between supply chain quality management and customer satisfaction and made policy recommendations for the implementation of top management commitment, customer relationship management, continuous improvement and strategic supplier partnership.

scholarly journals EFFECTS OF TOP MANAGEMENT SUPPORT ON KNOWLEDGE TRANSFER AND SHARING: THE MEDIATING ROLE OF TRUST

2019 ◽  
Vol 7 (1) ◽  
pp. 189-198
Author(s):  
Houcine Meddour ◽  
Oussama Saoula ◽  
Abdul Halim Abdul Majid ◽  
Mohamed Abdellatif Abu Auf
Keyword(s):  
Knowledge Transfer ◽  
Structural Equation ◽  
Middle Managers ◽  
Top Management ◽  
Management Support ◽  
Top Management Support ◽  
Mediating Role ◽  
Equation Modelling ◽  
The Relationship

Purpose: This paper examines the relationship between top management support and knowledge transfer and sharing in Multimedia Super Corridor MSC status organizations, using trust as a mediator. A theoretical model was tested through a survey carried out by 132 middle managers in MSC status organizations in Malaysia. Methodology: Partial Least Squares Structural Equation Modelling (PLS-SEM) was employed for data analysis. Results: The obtained results show that the top management support will facilitate knowledge transfer and sharing. Implications: The empirical evidence confirmed that the direct and indirect relationships between top management support, trust and knowledge transfer, and sharing were found to be fully supported, including the relationship between trust and knowledge transfer and sharing. Finally, trust fully mediates the relationship between top management support and knowledge transfer and sharing.

scholarly journals IMPLANTAÇÃO DO SISTEMA DE GESTÃO DA QUALIDADE EM EMPRESAS PRESTADORAS DE SERVIÇOS DO VALE DO AÇO MINEIRO

2018 ◽  
Vol 4 (1) ◽  
pp. 0035-0041
Author(s):  
Lílian Maria Moreira Lopes ◽  
Sarah De Oliveira Teixeira Cardoso ◽  
Adriana Ferreira De Faria
Keyword(s):  
Quality Management ◽  
Continuous Improvement ◽  
Management System ◽  
Initial Phase ◽  
Quality Management System ◽  
Iso 9001 ◽  
Top Management ◽  
Service Companies ◽  
Definition Of

A busca pela sobrevivência vem fazendo com que as empresas adotem estratégias para se manterem competitivas no mercado, aliado a isso, obter qualidade em seus processos e produtos se torna um fator crucial para as organizações. Dessa forma, tendo ciência da importância da qualidade para a competitividade das instituições, o objetivo desse trabalho consiste em descrever o processo de implantação de um Sistema de Gestão da Qualidade (SGQ), de acordo com os requisitos normativos da ISO 9001:2015 em duas empresas prestadoras de serviços na região do Vale do Aço e evidenciar a importância da participação da alta direção nesse processo. A metodologia utilizada para implantação do SGQ consistiu na definição de seis metas físicas, sendo possível realizar todas as atividades necessárias. O SGQ foi implantado nas empresas, estando em fase inicial de operação e requer grande atenção da alta direção para que as deficiências sejam sanadas e o sistema apresente melhoria contínua.The search for survival has led companies to adopt strategies to remain competitive in the market, along with this, getting quality in your processes and products becomes a crucial factor for organizations. In this way, being aware of the importance of quality for the competitiveness of institutions, the purpose of this work is to describe the process of implementing a Quality Management System (QMS), according to the ISO 9001: 2015 standard requirements in two service companies in the Vale do Aço region and to highlight the importance of the participation of top management in this process. The methodology used for the implementation of the QMS consisted in the definition of six physical goals, being possible to carry out all the necessary activities. The QMS was implemented in the companies, being in the initial phase of operation and requires great attention of the top management so that the deficiencies are solved and the system presents continuous improvement.

Sign in / Sign up

Export Citation Format

Share Document