Determining Factors for Achieving Success in Entrepreneurship

This paper represents the quintessence of our own research on the critical success factors identified by analysing the lives and deeds of 10 world leaders from an entrepreneurial perspective. In the research we looked for the answers to a series of questions such as: What defines these action people, who have calculated and taken risks to achieve the proposed objectives? What motivated these personalities to conquer minds, hearts, and territories? Where did they get the courage, they needed to act according to their dream? What were their strengths? What defines and differentiates a successful manager? Where is the boundary between the managerial style beneficial to the organization and the sinusoidal approach of the managerial path? The paper was made by substantiating these answers and developing a list of determining factors in achieving the success of an entrepreneur. The results obtained constitute a decalogue for entrepreneurs to achieve added value for the businesses they implement.

Assessment of Management Competencies According to Coherence with Managers’ Personalities

The objective of our investigation was to verify a questionnaire’s suitability in identifying managerial competencies concerning managers’ personality characteristics. Methods: For the content validity of the questionnaire assessment of managerial competencies (AMC23), we investigated its coherence with the appraisal of the management style methodology, i.e., managerial grid (MG), with correlation analysis. The existence of statistically significant relationships between the assessment of managerial competencies and managers’ personality characteristics was determined using Pearson’s correlation coefficient concerning the BIG-5 model. Results: In total, 573 managers participated in this study. Our examination concludes that motivational competencies correlated positively with the compromise and cooperative style; performance competencies with the competitive and cooperative style; and social competencies with the cooperative, adaptive, and compromise style. Not least, target competencies positively correlated with the competitive and cooperative style. Further, neuroticism negatively correlated with social managerial competence, extraversion, and openness to experience, which positively correlated with motivational and target competence. Friendliness was positively associated with social competence, and diligentness positively correlated with motivational, performance, and target competence. Conclusion: We determined significant correlations between managerial competencies (AMC23) and managerial style (MG). Our findings might have implications for further investigation and the development of more comprehensive instruments to assess managerial competencies in connection with managers’ personalities. We point out the need for further research to verify, improve, and constitute a model that further elucidates and explains managerial competencies.

Caring for water in Northern Peru: On fragile infrastructures and the diverse work involved in irrigation

The term control used to be central to the scholarship on modern water management. More recently, however, scholars have remarked that the world is too unstable and capricious for control to ever fully succeed. They propose that technologically facilitating water to flow depends instead on care. Building on this, we here propose that holding on to a single catch-all theoretical concept, even if it is ‘care’, does not suffice. Instead, analytical terms are better adapted – and re-adapted to local specificities. To exemplify this, we here present the case of the Huallabamba, a canal that makes horticulture possible in the arid valley of Motupe on the Pacific coast of northern Peru. In this case, while ‘control’ was hard to find, ‘care’ took different forms: the tinkering that compensates for the not-quite-modern character of the infrastructures; the adaptive managerial style necessary given the absence of information; the watchful, hands-on cuidar of the men who walk along the canal high up in the Andes, repairing what is broken, cautious lest they anger the spirits; the listening to and singing for water in the catchment area; and the activism that resists the invasion of mining companies. This open-ended list is not meant to travel as a theoretical grid, but rather to inspire others to propose locally salient analytical terms to explore the sites and situations in which they are involved.

Subjective and intuitive decision-making by managers

The article describes the characteristics of the mechanisms of managerial judgments and intuition. It is considered how: intuition and judgments are based on extensive experience and knowledge; they can be understood from the point of view of signal recognition and subsequent recall of relevant experiences from memory. It is shown that intuition and judgment are an analysis that is fixated on the ability to react quickly through recognition. Some pathologies that are often found in managerial behavior, caused by emotions and stress, as well as the lack of appropriate habits, are revealed. In conclusion, it is suggested that managers include the «future» in the managerial «style» or habit.

Managerial Styles and Employee Productivity. An Empirical Study From Bank Sector Employees in Greece

The aim of the paper was to assess the level to which managerial styles in an organization affect employee performance among selected banks in Greece. The study focused on three major managerial styles which include; democratic, autocratic and participatory styles of management. The study utilized a descriptive research design and an online survey was used to collect relevant data from different employees attached to selected banks in Greece (National Bank of Greece, Piraeus Bank, Citibank Greece, and HSBC Greece). The survey targeted 220 employees though only a response rate of 87.3% was obtained based on 200 employees that answered questions contained in the survey questionnaire. The different study findings showed that all the managerial styles are positively associated with employee performance except autocratic managerial style which had a positive but insignificant relationship with employee performance. The study concluded that it is very important for managers to continuously apply different innovative managerial styles in executing their duties since this has a great impact on the general performance of employees.

From Extraordinary Success to No Considerable Results: Victorian Music Entrepreneurialism and the Crystal Palace Brass Band Competition 1860–1863

The July 1860 Crystal Palace Brass Band contest brought brass bands out of their heartlands to London in unprecedented numbers, The Times (12 July 1860, 9), lauding its success as ‘quite extraordinary’. This landmark event was repeated in three successive years, but in 1863 it was abruptly terminated, and no cogent explanation has been established for its failure. The entrepreneur organizing the contests, Enderby Jackson, later wrote in his autobiography that other business dealings prevented him from further involvement in the series. Jackson had made full use of his talents and contacts to bring these remarkable working-class musical ensembles to the emergent national attraction that was the Crystal Palace. However, Jackson's manipulation of publicity and managerial style obstruct easy analysis of the contests. Moreover, Jackson later sought to protect his legacy by conjuring a smokescreen in his memoirs to obscure the real reasons for the failure of the Crystal Palace contests after 1863. The entrepreneurial environment is never a stable one, and it should not be presumed that the accolades accorded to the opening contest would translate into its continuance on an annual basis. However, the fact that the contests were attended by many thousands of visitors each year and Jackson's assertion that they were a financial success stand in stark contrast to what is implied by their sudden end. This article demonstrates how close examination of previously unconsidered letters, surviving documentation, and other sources cast doubt on whether the contest series was ever an extraordinary success.

Relaţia performanţă şcolară-gândire-inteligenţă-învăţare

The investigation of school performance can only be done by relating it to different psychic mechanisms, such as thinking, intelligence, school learning. In obtaining school performance, an important role is played by the teacher's identification of the cognitive structures of students' thinking in the knowledge activity. In order to make the managerial style more efficient at the class level, the teacher analyzes the factors on which the students' cognitive structures depend. It is obvious that memory and intelligence influence school success, performance. The study of learning compares changes in performance with those of the environment to establish favorable or unfavorable factors.

Managerial Style and Attention

Is firm behavior mainly driven by its environment or rather by the characteristics of its managers? We develop a cognitive theory of manager fixed effects, where the allocation of managerial attention determines firm behavior. We show that in complex environments, the endogenous allocation of attention exacerbates manager fixed effects. Small differences in managerial expertise then may result in dramatically different firm behavior, as managers devote scarce attention in a way that amplifies initial differences. In contrast, in less complex environments, the endogenous allocation of attention mitigates manager fixed effects. Firm owners prefer “managers with style” only in complex environments. (JEL D21, D23, G34, M10, M31, M54)

The Relationship Between Managerial Style, the School Climate, and Persistence in High Schools Among the Arab Community of Israel

The current study examines the relationship between the style of management and the school climate and the persistence in secondary schools in Arab society. Although studies have been carried out in Israel and abroad, few have focused on examining the subject in Arab society. The current study will focus on key issues concerning the impact of the ethical climate and managerial style on this phenomenon. The main research question in the current study is whether there is a link between the school ethical climate and management style and the persistence of students in secondary schools in Arab society. The findings of the study show that schools with a more caring ethical climate have a higher persistence rate and accordingly, the lower the caring ethical climate, the lower the percentage of persistence in school. It also indicates that the more focused the style on human relations, the more caringf the climate will be, and the more mission-focused the style, the more instrumental the ethical climate will be. The findings also indicate that there is a positive relationship between a management style focused on human relations and persistence. The conclusion of the main study indicates a positive relationship between a management style focused on human relations and a caring climate and the persistence of secondary school students in Arab society. A management style based on positive, humanitarian relationships focused on cooperation between principals and teachers allows for similar relationships between teachers among themselves. patterns of cooperation and mutual support are developed instead of competition and striving against each other, allowing for the creation of a more caring ethical climate.

Managerial styles and their relationship with job satisfaction in information technology companies

The purpose of this paper is to identify and evaluate which managerial style prevails in the operational area of five IT companies and their relationship with the job satisfaction of their employees. For data collection, a questionnaire was applied to 120 participants, validating 110 responses. Questions regarding the three factors of EAEG were integrated in order to identify the focus in which the leadership predominantly operates in these companies, and the five dimensions of EST were used to measure the level of employees satisfaction regarding each dimension evaluated. Descriptive statistical processing allowed to observe that the managerial style focused on the Task prevails, with an overall average score of vt = 4.11. As dispersion measures, the sample standard deviation (St = 0.39) and sample amplitude (At = 0.91) corresponding to this factor (Task) were calculated, respectively, showing that the values are very close to the average score. It indicates that there is uniformity between the scores for each item of the factor Task. It was found that 65 % of participants confirm the role of the leadership focused on the Task. The Satisfaction with the nature of work dimension reached an average score of vd = 5.09, showing employee satisfaction. The dimension Satisfaction with colleagues reached an average score of vd = 4.34 indicating indifference on the level of satisfaction, whereas the dimensions Satisfaction with salary, promotions and leadership, reached averages of vd = 3.87, vd = 3.70 and vd = 3.46, respectively, indicating levels of dissatisfaction. Finally, were highlighted some criteria as motivators for avoid turnover in organizations that contribute to the job satisfaction of these employees.