Basic Management Traits for Today's Global Competitive Environment

2021 ◽  
pp. 193-208
Author(s):  
Jitender Matta ◽  
Anil Vashisht ◽  
Vikrant Vikram Singh
Keyword(s):  
Management Practices ◽  
Business Environment ◽  
Competitive Environment ◽  
Effective Management

This study identifies and analyses basic management traits that are important for managers and organizations in toda's global competitive environment. Common effective management practices could be found in successful organizations. Among those practices are establishing well-defined values and goals and working to make employees accept those values as their own, knowing the organization's clients and working to find and keep those clients satisfied, developing and supporting employees, and communicating clearly. This chapter elaborates five basic management practices that must be mastered by all managers and Its importance for today's highly competitive business environment.

scholarly journals Epidemiology of African Swine Fever and Its Risk in Nepal

2021 ◽  
Vol 12 (3) ◽  
pp. 580-591
Author(s):  
Deepak Subedi ◽  
Suman Bhandari ◽  
Saurav Pantha ◽  
Uddab Poudel ◽  
Sumit Jyoti ◽  
...  
Keyword(s):  
Viral Infection ◽  
Management Practices ◽  
Viral Infections ◽  
African Swine Fever ◽  
Illegal Trade ◽  
Effective Management ◽  
Pork Industry ◽  
Wild Pigs ◽  
The World ◽  
The Government

African swine fever (ASF) is a highly contagious viral infection of domestic and wild pigs with high mortality. First reported in East Africa in the early 1900s, ASF was largely controlled in domestic pigs in many countries. However, in recent years ASF outbreaks have been reported in several countries in Europe and Asia. The occurrence of ASF in China, the largest pork producer in the world, in 2018 and in India, the country that surrounds and shares open borders with Nepal, has increased the risk of ASF transmission to Nepal. Lately, the pork industry has been growing in Nepal, overcoming traditional religious and cultural biases against it. However, the emergence of viral infections such as ASF could severely affect the industry's growth and sustainability. Because there are no effective vaccines available to prevent ASF, the government should focus on preventing entry of the virus through strict quarantine measures at the borders, controls on illegal trade, and effective management practices, including biosecurity measures.

The moderating role of competitive strategy in relating firm performance to quality management and government support

2010 ◽  
Vol 10 (1) ◽  
pp. 59-76 ◽  
Author(s):  
Jiqin Han ◽  
S.W.F. (Onno) Omta ◽  
Jacques Trienekens ◽  
Ron Kemp
Keyword(s):  
Firm Performance ◽  
Quality Management ◽  
Competitive Strategy ◽  
Process Management ◽  
Management Practices ◽  
Business Environment ◽  
Government Support ◽  
Supplier Quality Management ◽  
Quality Design

One of the main concerns in companies is quality management and its relationship to firm performance. Recently a growing interest in research is the important role of the business environment in the competitive strategy choices of companies. By proposing a conceptual framework for a general model that explains the quality management practices-firm performance link and the business environment-firm performance link, we test the moderating role of competitive strategy in the two links empirically. A survey was conducted of 229 pork-processing firms in the emerging economy of China. We find that specific quality management practices contributing to higher performance include in-company quality management, supplier quality management, employee involvement in quality management and process management, while quality design and customer quality management are not included. Findings also indicate that the business environment (government support in our research) has a positive relationship to firm performance. Competitive strategy only strengthens the relationship between firm performance and quality design, process management, supplier quality management and customer quality management.

Risk-management practices for effective management of risk in research universities

2020 ◽  
pp. 51-58
Author(s):  
M.S.M. Ariff ◽  
N. Zaidin ◽  
N.Z. Salleh ◽  
R. Md. Nor ◽  
M.N. Som ◽  
...  
Keyword(s):  
Risk Management ◽  
Research Universities ◽  
Management Practices ◽  
Effective Management ◽  
Management Of Risk

scholarly journals On corporate risk management practices in Romanian companies

2009 ◽  
Vol 3 (5-6) ◽  
pp. 85-89
Author(s):  
Alexandra Horobet ◽  
Sorin Dumitrescu ◽  
Cosmin Joldes
Keyword(s):  
Risk Management ◽  
Management Practices ◽  
Business Environment ◽  
Management Systems ◽  
Corporate Risk Management ◽  
Management Approaches ◽  
Traditional Approaches ◽  
Corporate Risk

The purpose of this paper is to provide an understanding of corporate risk management practices in Romanian companies, by investigating the risk management approaches Romanian companies take. Our main findings are that Romanian managers are not aware of the magnitude of exposure their companies have to various types of risk – hazard, operational, financial and strategic risks, while they are able to manage rather well all these risks, even the ones that have the lowest impact on the business. At the same time, risk management systems employed by Romanian companies are rather inarticulate and based on traditional approaches towards risk management, which might represent by itself a major source of risk, given the complexity of the business environment they face.

scholarly journals Top Management Team Characteristics, Competitive Environment and Strategy Implementation

2020 ◽  
Vol 15 (7) ◽  
pp. 147
Author(s):  
Wasike Shadrack Mayende ◽  
Owino Odhiambo Joseph
Keyword(s):  
Top Management Team ◽  
Business Environment ◽  
Strategy Implementation ◽  
Management Team ◽  
Competitive Environment ◽  
Top Management ◽  
Product Term ◽  
Team Characteristics ◽  
The Relationship ◽  
Marketing Agency

Competing favorably in the market requires finding a perfect fit between a firm’s resources and the business environment. Strategy is the stewardship by top management that aligns organizational resources and capabilities to the environment with the ultimate goal of achieving superior and sustainable performance. The current study was designed to determine the influence of competitive environment on the relationship between top management team characteristics and strategy implementation. The study adopted the descriptive cross-sectional survey design. Data was obtained by administering structured questionnaire mailed to top managers in tea factory companies in Kenya. The moderation test was carried out using the product term of the standardized scores for top management team characteristics and competitive environment respectively. Data was processed through regression analysis. While we demonstrate that top management team characteristics had significant influence on strategy implementation, the results of moderation tests were not statistically significant. Consequently, our hypothesized moderating influence of competitive environment on the relationship between top management team characteristics and strategy implementation was not supported. Our findings raise theoretical questions on whether competitive environment is more relevant during strategy formulation process or execution stage. We conclude that companies implementing strategy in stable competitive environment have predictable implementation of planned strategy. We further conclude that external insulation from competition by umbrella marketing agency reduces the influence of factors within the competitive environment on the relationship between top management team characteristics and strategy implementation. However, the temporary insulation of the firm from competition exposes it to competitive disadvantage in the event that the marketing agency is destabilized by forces both from within and external to it.

The changed paradigm of business progress: a moral step forward for humanity

2018 ◽  
Vol 26 (3) ◽  
pp. 181-193
Author(s):  
Joan Marques
Keyword(s):  
Design Methodology ◽  
Management Practices ◽  
Leadership Skills ◽  
First Century ◽  
Competitive Environment ◽  
Business Leadership ◽  
Content Type ◽  
The Past ◽  
Past Experiences ◽  
Practical Implications

Purpose Through an overview of the perceptional evolution of progress over the past two centuries, this paper aims to review a changed, yet constructive paradigm that has emerged in business leadership. Design/methodology/approach The paper is a general review-based deliberation presenting standards of the twentieth century, the need for a shift in paradigms and the shift as it unfolds in the twenty-first century. Findings Focusing on optimal stakeholder inclusion, yet not disregarding the concept of progress in a competitive environment, this paper presents a set of interrelated leadership skills and characteristics, including a discussion about their applicability and ways to develop them. Research limitations/implications While globally applicable, the views in this paper are primarily based on the American performance environment. Practical implications Management practices would not have evolved to today’s level if we did not have the past experiences to learn from. The deliberations and insights shared in this article should be seen as a way of evaluating the path that led us to our current, multi-tiered leadership paradigm. Social implications The model presented in this article should be seen as a useful, yet incomplete set of skills and characteristics to be considered by today’s and future leaders to ensure greater stakeholder inclusion. Originality/value Within the framework of focusing on the management horizon, this paper places the driving motives of two centuries that influenced our current society alongside each other and contemplates on the necessary shifts needed to move forward.

The Entrepreneur as Strategist and Improviser

2014 ◽  
pp. 98-123
Author(s):  
Kiril Todorov
Keyword(s):  
Business Environment ◽  
Qualitative Approach ◽  
Strategic Orientation ◽  
Competitive Environment ◽  
Strategic Learning ◽  
Strategic Responses ◽  
Strategic Entrepreneurship ◽  
Education Of Students ◽  
Traditional Approaches

The chapter deals with the search for relevant strategic responses to the challenges of a dynamic and competitive, international and multicultural business environment where new strategic approaches like Strategic Entrepreneurship (SE) and tools to meet the specific characteristics and needs of SMEs are launched. The entrepreneurial opportunities, and their exploration and exploitation through the entrepreneur's/ manager's various roles as a strategist, leader, and improviser, are analyzed. It is shown that in most cases the entrepreneur (especially in long-term dynamic, ambiguous conditions) acts without sufficient formal information and resources and therefore has to improvise taking certain risks (strategic improviser). Difficulties in the understanding and the implementation of entrepreneurial roles, especially those of strategist and improviser, require non-traditional approaches, forms and methods in the education of students in entrepreneurship, and in training/ consulting for both new and established entrepreneurs. The forms and methods of mythology, metaphorical representation and jargon, as tools of the so-called subjective (qualitative) approach, are widely accepted. The chapter employs examples of original myths and metaphors to demonstrate how better to understand the linkages across strategic orientation/ management, improvisation and strategic learning, thus helping entrepreneurs/ managers to better adapt theories, concepts and tools for effective working in a dynamic, competitive environment.

scholarly journals Trade and Management

2020 ◽  
pp. 1-44
Author(s):  
Nicholas Bloom ◽  
Kalina Manova ◽  
John Van Reenen ◽  
Stephen Teng Sun ◽  
Zhihong Yu
Keyword(s):  
Randomized Control Trial ◽  
Production Efficiency ◽  
Management Practices ◽  
Export Performance ◽  
Effective Management ◽  
Randomized Control ◽  
Heterogeneous Firm ◽  
Heterogeneous Firm Model ◽  
Firm Model

We study how management practices shape export performance using matched productiontrade-management data for Chinese and American firms and a randomized control trial in India. Better managed firms are more likely to export, sell more products to more destinations, and earn higher export revenues and profits. They export higher-quality products at higher prices and lower quality-adjusted prices. They import a wider range of inputs and inputs of higher quality and price, from more advanced countries. We rationalize these patterns with a heterogeneous-firm model in which effective management improves performance by raising production efficiency and quality capacity.

Employee Experience Design

2020 ◽  
pp. 110-127
Author(s):  
Nitu Ghosh ◽  
Urmila Itam
Keyword(s):  
Human Capital ◽  
Employee Engagement ◽  
Management Practices ◽  
Business Environment ◽  
Experience Design ◽  
Qualitative Survey ◽  
The Individual ◽  
Hr Managers ◽  
Employee Experience ◽  
The Relationship

The philosophy of employee experience has been advocated as an effective tool to achieve the highest level of employee engagement in a business environment characterized by increased dynamism in workforce demography, psychography, competencies, and expectations. Employee experience encapsulates the overall journey of an employee in an organization from hire to exit, encompassing their experiences, what they feel, do, and achieve from the company. It is a comprehensive view of the relationship shared and experienced between the individual and the organization right from the application stage to stage they join the alumni group after their exit. The chapter explores this new philosophy in current human capital management practices that aims at revamping the HR practices and policies so as to create an experience that provides the highest level of engagement. Based on content analysis qualitative survey of various HR managers, opinions and new age thoughts in HRM practices has been highlighted in this chapter, giving an innovative dimension to HRM.

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