both managers and employees to improve performance in matrix organizations by applying the four components of emotional … four interpersonal challenges that impede matrix performance: misaligned goals increase competition among employees, roles … and responsibilities are unclear, decision‐making is untimely and of possibly low quality, and silo‐focused employees do …

Purpose – The main purpose of this paper is to provide an evaluation of how Chinese managers perceive and respond to … been collected from experience of a management development programme for Chinese managers in 20 state‐owned enterprises …, and from interviews with 45 senior Chinese managers and officials who had been involved in a United Nations Development …

viable strategy for a firm. Design/methodology/approach – This study uses data from 70 managers in the spa industry. Findings … – Concludes that managers' cognitive style and particularly their way of taking in information (sensing or intuition) have effect … on strategies they tend to prefer. Intuitive managers tend to view the prospector or the analyzer strategy as the most …

Purpose – The paper seeks to identify elements of lean production that may be applicable to managers. Design …/methodology/approach – A survey was administered to 125 middle and lower level managers to assess perceptions about level of workload and … in process level, empowerment, and non value‐added time. Originality/value – These middle and lower level managers …

companies. Originality/value – Valuable for managers at every stage of their development, and especially for those just entering …

to the Organizational Survey of Managerial Integration were obtained from 528 managers in three randomly‐selected retail …, retail organizations might reduce costs associated with turnover. Managers' perceptions of integration (connectedness or … – Organizations might pay closer attention to the career development needs of their managers through formal and informal opportunities …

Purpose – This study aims to examine the day‐to‐day problems that managers face in trying to be effective and the … research summarizes the results of 185 interviews with managers employed at a broad range of levels and employers. Findings … – The managers were concerned with managing employee conflict, addressing employee performance and attitude issues, and …

of field research, using 6,124 managers undergoing leadership development processes. Survey methodology was used to … derailment characteristics. Findings – Different MBTI preferences of managers are likely to display derailment characteristics as … study also include the fact that managers going through a leadership development process may be different to managers in …