Temat: managers - Prolib Integro

Skocz do pozycji: 1.

Tytuł:: Is it Possible to Create the Project Manager’s Manifesto?
Autorzy:: Paterek, Pawel
Jarocka, Karolina
Wydawca:: PM World Inc.
Cytata wydawnicza:: Paterek, P., Jarocka, K., 2023. Is it Possible to Create the Project Manager’s Manifesto? PM World Journal, Vol. 12, Issue 9. Available online: https://pmworldlibrary.net/wp-content/uploads/2023/09/pmwj133-Sep2023-Paterek-Jarocka-is-it-possible-to-create-the-project-managers-manifesto.pdf
Opis:: Project management development has become increasingly advanced, with many methods, tools, certifications, guidelines and recommendations created to enhance its professional edge. There are some professional organisations like PMI, IPMA, Axelos and many agile project management-related institutions, experienced in project management, who deliver the latest and possibly greatest guidelines and recommendations. Agile Manifesto has presented four key values and twelve principles as mandatory rules for software development projects delivering complex and custom-made software products and services. However, project management rules and values largely depend on the people themselves – project managers, project teams and their organisational context. Each project manager (PM) has different knowledge and experience, a different set of competencies and skills, making them professional, and a different set of values driving them to what is most important in the project management profession. The primary goal of this paper is to respond to the vital question about the possibility of creating the project manager's manifesto and present the individual case study as an example with the guidelines and values representing the most important ones from the perspective of the project manager's professionals. The second goal is to present how the project manager's manifesto can be created from scratch in a given organisational context using elements of the design thinking method. The elements of the design thinking method were applied to gather example case studies. The example of an individual project manager's manifesto is presented as empirical research results. The research results focus on responding to the key title question and a few related ones: What is important to the PM in their project management profession? What is the direction of work for each PM? What are PM's beliefs, and what areas would they like to change? What are the PM's values that are identified in their profession? The results showed it is possible to create the project manager's manifesto from scratch adapted to the specific group of people working together in the project and its organisational context. An example of a case study with applied elements of the design thinking method resulted in an example PM manifesto presenting ten rules and values of the professional project manager. They are related to methods, standards and practices; PM's competencies and experience; the integrity of projects, people, customers, communication and transparency; data-driven decisions; PM's autonomy and project organisation context.
Dostawca treści:: Repozytorium Centrum Otwartej Nauki

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Skocz do pozycji: 2.

Tytuł:: Organizational support as a determinant of the well-being of managers
Autorzy:: Stańczyk, Izabela
Beck-Krala, Ewa
Opis:: Purpose: The aim of the article is to indicate the role of organizational support as an important factor influencing the well-being of employees. Building the well-being of key employees in the organization is a priority task for many companies today. Design/methodology/approach: The aim of the literature research is to analyze the achievements to date in the field of the role of organizational support in creating a manager's well-being. The analysis of the literature on the subject was enriched with research based on interviews concerning the perception of the organizational support in the context of the tasks performed. Findings: Managers expect more psychological support from specialists in psychology and sociology of work. This applies to the ability to deal with difficult, non-standard situations, solving unusual problems, conflicts, building appropriate relationships, atmosphere and cooperation. Out of concern for the safety and well-being of the manager and the team, there is an increasing need to pay attention to the behavior of people in the managed team and the ability to identify such behavior. Research limitations/implications: The analysis is based on respondents' subjective declarations. The research results and practical recommendations can be useful to the managerial staff and HR departments in the process of designing work and implementing programs that enhance the well-being of managers. Social implications: The research results can help in creating a higher quality of life not only for managers but also for lower-level employees, indicating the role of organizational support in the process of creating employees' well-being. Originality/value: The article is addressed to HR departments as well as managers who have an impact on management processes and procedures in the organization.
Dostawca treści:: Repozytorium Uniwersytetu Jagiellońskiego

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Skocz do pozycji: 3.

Tytuł:: Managers and Leaders
Menedżerowie a liderzy
Autorzy:: Oleksyn, T.
Oleksyn A., E.
Tematy:: MANAGERS VS LEADERS
ZALEZNIK ABRAHAM; Pokaż więcej
Wydawca:: Instytut Pracy i Spraw Socjalnych
Powiązania:: https://bibliotekanauki.pl/articles/599107.pdf Link otwiera się w nowym oknie
Opis:: In 1977, Prof. Abraham Zaleznik contrasted managers and leaders. The differences between the two are also evident in Poland, which is confirmed by research presented in brief in the article. These differences should be familiar to managers, especially personnel managers, and they should be taken into account in selecting and developing a managerial staff and in managing competencies.
Dostawca treści:: Biblioteka Nauki

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Skocz do pozycji: 4.

Tytuł:: Re-thinking strategic myopia : a necessary condition analysis of heuristic and firms performance
Autorzy:: Czakon, Wojciech
Klimas, Patrycja
Kawa, Arkadiusz
Opis:: At times of fast paced technology progress and global disruptions strategic myopia can be particularly harmful to firms. A narrow view of actors, events and tendencies is a firm's environment, combined with short-term preferences is widely recognized in the literature as leading to belated or inadequate responses to challenges. Manager's myopia is typically portrayed as a systematic bias, inducing underperformance. However, empirical evidence is more than nuanced in this respect. In this study, we view strategic myopia as an effective heuristic triggered in uncertain environments and specific task conditions. We use the necessary condition analysis (NCA) to examine the association between strategic myopia and firm performance through a necessity logic lens. This innovative method provides insights into the relationship between low levels of strategic myopia dimensions and firm performance in both the short- and long term. We measure strategic myopia and firm performance as multidimensional constructs on a representative sample of 658 Polish managers. Our results challenge the conventional wisdom that low strategic myopia is necessary for high performance. We highlight the nuanced role of myopia across its dimensions (i.e., competitive, cooperative, temporal, and learning) and shed light on its implications for both short- and long-term performance.
Dostawca treści:: Repozytorium Uniwersytetu Jagiellońskiego

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Skocz do pozycji: 5.

Tytuł:: Percepcja uwarunkowań karier kobiet menedżerów średniego szczebla
Autorzy:: Wilk, Aleksandra
Lewicka, Dagmara
Karp-Zawlik, Paulina
Pec, Monika
Tematy:: middle managers
women managers
conditions careers
menedżerowie średniego szczebla
kobiety menedżerowie
uwarunkowania karier; Pokaż więcej
Wydawca:: Uniwersytet Marii Curie-Skłodowskiej. Wydawnictwo Uniwersytetu Marii Curie-Skłodowskiej
Powiązania:: https://bibliotekanauki.pl/articles/1836560.pdf Link otwiera się w nowym oknie
Opis:: Uzasadnienie teoretyczne: Kariery menedżerskie kobiet warunkowane są przez wiele czynników. Wśród nich można wymienić czynniki utrudniające lub blokujące osiąganie przez nie wysokich stanowisk, takie jak zróżnicowanie wynagrodzeń ze względu na płeć, stereotypy związane z płcią, konieczność godzenia roli rodzicielskiej i zawodowej, brak solidarności z innymi kobietami czy niższa w stosunku do mężczyzn pewność siebie. Z kolei wysoki poziom wykształcenia i posiadanych umiejętności, charakterystyczny styl kierowania oraz wpływ różnorodności zespołu na wyniki organizacji mogą być traktowane jako czynniki stymulujące ich kariery.Cel artykułu: Identyfikacja postrzegania przez kobiety menedżerów średniego szczebla uwarunkowań ich karier zawodowych z uwzględnieniem takich aspektów, jak kompetencje menedżerów współczesnego rynku, różnice w stylu zarządzania menedżerów kobiet i menedżerów mężczyzn oraz czynniki zakłócające rozwój ich karier.Metody badawcze: Przeprowadzono wywiady częściowo ustrukturyzowane z kobietami menedżerami w trzech średniej wielkości firmach oraz dokonano analizy dokumentów tych firm. Postawiono pytania dotyczące specyfiki pracy kobiet menedżerów. Podjęto próbę identyfikacji czynników zakłócających rozwój ich kariery. Zwrócono uwagę na postawy samych kobiet wobec stereotypów związanych z płcią w kontekście pełnionych ról menedżerskich.Główne wnioski: Respondentki – kobiety na stanowiskach menedżerskich – wskazały na niedogodności utrudniające im dostęp do sprawowania najwyższych stanowisk. Wśród rozmówczyń istniało przekonanie o różnicach pomiędzy płciami, które wpływają na karierę zawodową kobiet. Jako czynniki różnicujące styl kierowania ze względu na płeć wskazały większą w porównaniu do mężczyzn dbałość o jakość relacji. Ponadto są one świadome istoty pełnionych przez siebie ról oraz potwierdziły uzyskiwanie wysokiego poziomu satysfakcji z wykonywanej pracy.
Theoretical background: Managerial careers for women are conditioned by many factors. These include factors hindering or blocking their achievement of high positions, such as the gender pay gap, gender stereotypes, the need to reconcile parental and professional roles, lack of solidarity with other women, or lower confidence in men. In turn, a high level of education and skills, a characteristic management style and the impact of team diversity on the organization’s results can be treated as factors stimulating their careers.Purpose of the article: Identification of the perception of middle managers by women, the determinants of their professional careers, taking into account aspects such as the competencies of modern market managers, differences in the style of management of female and male managers, and factors disrupting their career development.Research methods: Partially structured interviews with female managers were carried out in three medium-sized companies, and documents of these companies were analyzed. Questions were asked about the specifics of the work of female managers. An attempt was made to identify factors disrupting their career development. Attention was paid to women’s attitudes towards gender stereotypes in the context of their managerial roles.Main findings: Respondents, women in managerial positions, pointed to the inconvenience that hinders their access to holding top positions. Among the interlocutors there was a belief about the differences between the sexes that affect the professional career of women. As factors differentiating the management style due to gender, they indicated greater care for the quality of relationships compared to men. In addition, they are aware of the essence of their roles and have confirmed that they obtain a high level of satisfaction with their work.
Dostawca treści:: Biblioteka Nauki

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Skocz do pozycji: 6.

Tytuł:: Does sex in managerial positions really matter? : differences in work-related feelings and behaviors
Autorzy:: Jaworek, Magdalena
Marek, Tadeusz
Karwowski, Waldemar
Opis:: Purpose: The aim of the current study was to test hypotheses regarding differences in work related feelings (ie, dejection, anxiety, anger, and happiness) and behaviors (aggressive, avoidance-passive, and proactive) between males and females, managers and non managers, and male and female managers. Methods: This survey-based study included a total of 3019 respondents, consisting of 502 managers and 2517 employees working in non-managerial positions. Data were collected using two questionnaires developed by the authors: the scale of work-related affective feelings (WORAF) and the scale of work-related behaviors (WORAB). Results: The results revealed significant differences between managers and non-managers, with managers being happier in their jobs and exhibiting more proactive behaviors. However, there were no differences in work-related feelings or work-related behaviors between males and females in the total sample of respondents or in the group of employees holding managerial positions. Conclusion: In terms of work-related feelings and behaviors, there are no sex differences among working people. However, some differences between managers and non-managers were observed.
Dostawca treści:: Repozytorium Uniwersytetu Jagiellońskiego

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Skocz do pozycji: 7.

Tytuł:: Longitudinal studies on traits and behaviors of Polish managers
Autorzy:: Sułkowski, Łukasz
Mączyński, Jacek
Chmielecki, Michał
Zajączkowska, Agnieszka
Opis:: The main objective of our research was to compare followers evaluation of Polish middle managers in regard to their traits and behaviors, which are essential for leadership effectiveness, in the years of 2008/2009; 2010/2012; 2012 and during 1996/1997 under the GLOBE research project. As was unexpected, our research results indicate the Polish middle managers under our follow-up study scored significantly lower than their counterparts investigated under the GLOBE study in 1996/1997 on Performance Orientation, Team Orientation, Humane Orientation, Integrity, Visionary and Inspirational Leadership Dimensions, and significantly higher on Autocratic Leadership style. Our findings point to the conclusion that profound changes in political and socioeconomic systems in Poland, have shown little effects so far on managerial values and subsequent attitudes and behaviors. We postulate that deep changes in peoples’ mentality are needed to generate beneficial changes in the societal and organizational values and succeeding attitudes and behaviors.
Dostawca treści:: Repozytorium Uniwersytetu Jagiellońskiego

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Skocz do pozycji: 8.

Tytuł:: Generational intelligence of Polish managers
Autorzy:: Moczydłowska, Joanna M.
Jeseviciute-Ufartiene, Laima
Wydawca:: Akademia Zarządzania (Academy of Management) Wydział Inżynierii Zarządzania Politechniki Białostockiej
Cytata wydawnicza:: J. Moczydłowska, L. Jeseviciute-Ufartine, Generational intelligence of Polish managers, Akademia Zarządzania 2022, 6(1), s. 89-104
Opis:: The aim of the present article is the systemization of knowledge concerning generational intelligence and its role in management as well as the diagnosis of generational intelligence of Polish managers. Within the research the method of critical analysis of literature as well as the authors' own design of a questionnaire gauging the generational intelligence was utilized. The study, which was carried out on a sample of 200 representatives of upper and middle management staff, showed that the level of participants' generational intelligence is higher than average with significant variance of results in individual subscales. Respondents obtained high scores in subscales: "awareness of differences between generations and their acceptance" and "cooperation and knowledge sharing". At the same time they have problems connected to collaborating with people belonging to a younger age group which manifests itself as a relatively lower willingness to utilize knowledge possessed by that group of workers, a low comprehension level of vocabulary used by them as well as decreased understanding of the perspectives and attitudes of younger workers. This is further exacerbated with negative emotions experienced by managers in situations when someone younger than them can do things better.
Dostawca treści:: Repozytorium Centrum Otwartej Nauki

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Skocz do pozycji: 9.

Tytuł:: Principles of Shaping and Composition of the Management Staff of Polish Industry (1945–1956)
Autorzy:: Chumiński, Jędrzej
Tematy:: socialist economy
nomenclature
managers
personnel policy; Pokaż więcej
Wydawca:: Uniwersytet im. Adama Mickiewicza w Poznaniu
Powiązania:: https://bibliotekanauki.pl/articles/2234023.pdf Link otwiera się w nowym oknie
Opis:: Numerous studies on the economies of socialist countries indicate that one of the main sources of their weakness was the attitudes and behavior of “socialist managers”. Contrary to the predictions (e.g. by Joseph Schumpeter), they were not characterized by entrepreneurship, innovation, the ability to lead changes or the ability to formulate strategies. This was due to the nomenclature system existing in all countries of the Soviet bloc. Nominations, promotions, but also dismissals were at the discretion of party bodies. It was the main source of the communist party’s dominance in the country and the fundamental factor guaranteeing control over all spheres of social and economic life. Determining why the nomenclature system turned out to be dysfunctional requires considering three issues: what were the goals of the communist personnel policy, what methods were used to implement it, and finally who were the people appointed to perform managerial functions in the economy. We will focus our analysis on the management of Polish industry in the years 1945–1956. This is because it was the most important sector of the economy of the People’s Republic of Poland, and the personnel policy mechanisms developed at that time remained valid until the end of the “real socialism” system.
Dostawca treści:: Biblioteka Nauki

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Skocz do pozycji: 10.

Tytuł:: Management of motivation of managers’ work at the enterprises of Ukraine: innovative aspects
Autorzy:: Popadinets, Iryna
Andrusiv, Uliana
Galtsova, Olga
Bahorka, Mariia
Yurchenko, Natalia
Tematy:: motivation
management model
managers work
enterprise; Pokaż więcej
Wydawca:: STE GROUP
Powiązania:: https://bibliotekanauki.pl/articles/1537614.pdf Link otwiera się w nowym oknie
Opis:: The purpose of the paper is to develop a model for managing the motivation of managers and ensure its effectiveness. The principles of formation of management model of managers’ work motivation which correspond to the universal system approach to management model of managers’ work motivation and define its basic functions are outlined: a) goal setting, b) assessment and forecasting of the state and efficiency, c) development and decision making, d) planning, e) organizational, f) communication and subordination, g) regulation of the management model of motivation of managers, h) control. The management model of managers’ work motivation of (MMMWM) is formalized in the form of a structural-logical scheme based on a systematic approach and decomposition, which reflects the interaction of subject and object in the process of forming and implementing a system of motivation of managers at the enterprise. The factors for achieving the set goals have been formed, which are divided into internal and external motivators for managing managers’ work motivation. The management model of managers’ work motivation which is presented by the following subsystems is offered: "X" – target subsystem (the management process of managers’ work motivation), "Y" – providing subsystem (factors of rational achievement of the goals), "XY" – providing subsystem (regulatory legal acts, resources), "Z" – management subsystem (reflects the implementation of the general functions of management work motivation on the basis of experience), which are characterized by parameters, indicators, criteria for managing the motivation of managers. According to the method of linear multiple regression, a system of equations was constructed to describe the economic-mathematical model of management motivation at oil and gas enterprises, which after the repeated experiments provided diagnostics of indicators before, during and after the implementation of management motivation model.
Dostawca treści:: Biblioteka Nauki

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