From the chaos of transition economy to “normalized” managerial practices: The role of group interaction in creating meaning in managerial work

Modern commentators are demonstrating how the workplace is changing radically, with a long-hours culture and increasing uncertainty over job security and prospects. With people spending more time in work, they need to find the sort of meaning there that many people looked for in home and leisure. Many people's private lives are sacrificed to the demands of employers and, therefore, when instances of crisis and loss arise, these can be more devastating if the workplace is unsupportive or rejecting. Leadership is an essential attribute in promoting an ethos of meaning and humanity in workplace situations. This paper considers the nature of the current working environment; the role of leadership in creating meaning and learning; and the importance of organizational culture—a positive culture that encapsulates the whole person, not simply a false notion of including just “the part of the person” who is a worker in the organization. Examples from the author's work in human services in the United Kingdom illustrate the points made.

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Perceptions of an innovative climate: examining the role of divisional affiliation, work group interaction, and leader/subordinate exchange

IEEE Transactions on Engineering Management ◽

10.1109/17.156556 ◽

1992 ◽

Vol 39 (3) ◽

pp. 227-236 ◽

Cited By ~ 46

Author(s):

K.J. Dunegan ◽

P. Tierney ◽

D. Duchon

Keyword(s):

Work Group ◽

Group Interaction ◽

Innovative Climate

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Entrepreneurship in small and medium-sized enterprises: Comparative study between Slovakia and Poland for the years 2001–2007

Agricultural Economics (Zemědělská ekonomika) ◽

10.17221/299-agricecon ◽

2008 ◽

Vol 54 (No. 8) ◽

pp. 358-366 ◽

Cited By ~ 2

Author(s):

I. Ubrežiová ◽

K. Wach ◽

J. Horváthová

Keyword(s):

Comparative Study ◽

National Economy ◽

Transition Economy ◽

The Other ◽

Regional Structure ◽

Main Attention ◽

Supporting System ◽

Other Hand ◽

The Impact

The main attention of the submitted paper is devoted to the comparison of development of entrepreneurship in Slovak and Polish small and medium-sized he enterprise sector. The conditions for blooming entrepreneurship are created in the national economy. Especially the role of SMEs in the transition economy, both in Slovakia and Poland, has the impact on SMEs. The entrepreneurship of small and medium-sized enterprises is extended in the whole Slovakia. From the viewpoint of the regional structure, most enterprises are located in the Bratislavský region (30.4%), Košický region (11.8%), Žilinský region (10.1%) and Trenčianský region (10.1%). On the other hand, the least of enterprises were registered in the Nitrianský region (8.9%), Trnavský region (9.2%) and Banskobystrický region (9.6%). Small and medium entrepreneurship is diversed throughout Poland. The average small and medium entreprenership ratio is 44.5, while the highest is in the Mazowieckie region – 55.2% and the lowest in the Podkarpackie region – 30 %. The supporting system for private entrepreneurship in both countries, Slovakia and Poland, is very similar and the entrepreneurs are satisfied with its offer and help.

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Insights into the Luminescence Thermochromism of a Triarylboron Derivative: The Role of Intramolecular Group Interaction

The Journal of Physical Chemistry A ◽

10.1021/acs.jpca.9b09834 ◽

2020 ◽

Vol 124 (5) ◽

pp. 889-897

Author(s):

Hui-Ming Xie ◽

Shao-Ju Li ◽

Pan-Yi Zhang ◽

Jiao Feng ◽

Shayu Li ◽

...

Keyword(s):

Group Interaction

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The Relationship Between Narcissism and Taking Charge: The Role of Energy at Work and Hierarchical Level

Psychological Reports ◽

10.1177/0033294118811615 ◽

2018 ◽

Vol 123 (2) ◽

pp. 472-487 ◽

Cited By ~ 1

Author(s):

Kong Zhou ◽

Wenxing Liu ◽

Mingze Li ◽

Zhihui Cheng ◽

Xiaofei Hu

Keyword(s):

Indirect Effect ◽

Hierarchical Level ◽

Mediation Model ◽

Managerial Practices ◽

Moderated Mediation Model ◽

Narcissistic Personality ◽

Human Energy ◽

Taking Charge ◽

The Relationship

Drawing on the framework of human energy in organizations, this study proposed a moderated mediation model between narcissism and taking charge, as well as the role of energy at work and the employee’s hierarchy within organizations. A sample of 312 employees at one Chinese manufacturing company suggested that employees with narcissistic personality are more apt to exhibit taking charge at work via their energy at work. In addition, the results also indicated that employees’ hierarchical level within organization reinforced the indirect effect of energy at work between narcissism and taking charge. These findings have important implications for narcissism research and managerial practices.

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The changing nature of managerial work: The effects of corporate restructuring on management jobs and careers

Human Relations ◽

10.1177/0018726719828439 ◽

2019 ◽

Vol 72 (3) ◽

pp. 473-504 ◽

Cited By ~ 6

Author(s):

William M Foster ◽

John S Hassard ◽

Jonathan Morris ◽

Julie Wolfram Cox

Keyword(s):

Job Insecurity ◽

Corporate Restructuring ◽

Future Research ◽

Organizational Restructuring ◽

Managerial Work ◽

Work Strategies ◽

Everyday Work ◽

And Control ◽

Career Uncertainty

This article analyses contemporary issues relevant to understanding the changing nature of management and managerial work. The argument is developed in four parts. First, to provide context, we offer an overview of the literature on the organization and control of managerial work, tracing contributions mainly from the early 1950s onwards. Second, we discuss the first of two related concerns relevant to understanding the contemporary nature of managerial work – strategies of organizational restructuring: an analysis highlighting the role of downsizing and delayering within corporate campaigns promoting ‘post-bureaucratic’ systems. Third, we extend this discussion by addressing how such corporate restructuring affects managers in their everyday work – notably in relation to the perceptions and realities of growing job insecurity and career uncertainty: an analysis that frequently draws upon our own investigations to establish an agenda for future research. The article concludes by summarizing the content of four research articles whose arguments relate to issues discussed in this analysis of managerial work.

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Artificial intelligence in personnel management: the development of APM model

The Bottom Line Managing Library Finances ◽

10.1108/bl-08-2020-0055 ◽

2020 ◽

Vol 33 (4) ◽

pp. 377-388

Author(s):

Kirk Chang

Keyword(s):

Artificial Intelligence ◽

Organizational Performance ◽

Personnel Management ◽

Narrative Analysis ◽

Well Being ◽

Content Type ◽

Managerial Practices ◽

Management Literature ◽

Job Levels

Purpose Managers have mixed views of how artificial intelligence (AI) affects personnel management (PM). The purpose of this paper is to identify potential knowledge gap and bring new insights to the AI-personnel-management literature. Design/methodology/approach Both applicability and theoretical perspectives are adopted to critically discuss the constraint and opportunity of AI in PM. Tables and narrative analysis are used to clarify the role of AI in managerial practices. Findings Research findings have helped to develop a new model titled AI in Personnel Management (APM). The APM model unfolds itself in three levels, followed by potential outcome. The three levels comprise “organizational, managerial and individual job levels,” and the outcome comprises “organizational performance, employees’ well-being and staff turnover rate”. Research limitations/implications The APM model helps managers to understand the implication of AI in their workplace. With better understanding of AI’s implication, managers are more likely to develop appropriate AI-driven managerial policies, which in turn benefit employees and their organizations. The APM model acts as a reference guide, helping managers to evaluate the AI’s constraint and opportunity in their managerial practices. Originality/value The APM model is valuable and informative to the academic researchers, as it has first responded to Malik et al. (2019)’s call (re: the absence of AI and management literature), and, more importantly, it has advanced the knowledge of AI–management relationship, supporting scholars to further understand the role of AI in PM.

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