Яндекс.Метрика

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The Relationship between Top Managers and Project Managers the relationship between top managers and project managers
This work is an exploratory research which seeks to find the relationship that exist between senior (top) managers and project managers. The research is done using the phase one of the Carnegie Corporation of New York's Institutional Support Programme to the University of Education, Winneba (UEW) within the period of three years. Chapter one looks at the background of Ghana and the University of Education and a few unavoidable components of a research. Chapter two reviews literature taken cognizance of the Concept of Management, Projects and Programme Management, Leadership, the Role of key players among other issues. Chapter three reviews how Projects and Programmes are managed at UEW, identifying Key players and their roles in implementation and their functional relationship. Chapter four Examines the Carnegie Programme in detail and unearths the key challenges in its implementation. Chapter five is an analysis and discussion session and brings out the issues of the Role of Top Managers, Project Managers, other key players and how all these groups relate. Chapter six summarizes the entire work. The work is suitable for any one in top or down the ladder.
4839 RUR
Correlating workload to occupational stress the relationship between top managers and project managers
The current study investigated the relationship between workload and occupational stress among managers in manufacturing industries. Data were collected from 40 managers who were selected from Unilever, Goldstar Sugars, Astra Paints and Innscor. Survey questionnaires were used to collect data and these were administered to all selected managers with the aim of investigating the relationship between workload and occupational stress. Results of the study showed that workload is significantly related to occupational stress among managers. It also emanated from the study that workload contribute significantly to overall feelings of work-related stress and that work-related stress manifests itself psychologically, behaviourally, emotionally and physically.
4839 RUR
Personality and Strategy the relationship between top managers and project managers
The perspectives of the relationship between personality and strategy are presented with four articles. Myers-Briggs Type Indicator (MBTI) is used to classify managers’ behavior and particularly cognitive style. Strategy is analyzed using Miles and Snow’s organizational typology. The central question is: does the cognitive style influence the strategy type managers and top management teams prefer? Proposed model of the relationship between the cognitive style and the strategy type is presented and evaluated using empirical data which was collected from managers in thirteen different spas. In addition, top management teams and their views of the viable strategies are analyzed. On the whole, the results support the importance of the self-understanding of the managers and top management teams. This should be taken into consideration in leadership and strategy trainings as well as in actual strategic decision-making situations. This book is especially suitable for leaders, consultants and business students.
4839 RUR
A Study of Marketing Managers' use of Relationship Marketing the relationship between top managers and project managers
The purpose of this study was to gain insight into the marketing manager’s familiarity with and use of relationship marketing. By testing the hypotheses, this study was able to identify marketing managers’ familiarity with relationship marketing, marketing managers’ understanding of the best definition for relationship marketing, and how the marketing manager’s knowledge of marketing technology has an impact on the use of relationship marketing.
5490 RUR
Harold Kerzner Project Management - Best Practices. Achieving Global Excellence the relationship between top managers and project managers
Senior executives and project managers from more than 50 world-class companies offer their best practices for successful project management implementation The first two editions of the bestselling Project Management Best Practices helped project managers navigate the increasingly complex task of working within global corporations employing distant and diverse work teams. This new Third Edition includes the same valuable wealth of proven best practices, while following up on case studies from previous editions and offering new case studies on project management practices at large and small companies. The Third Edition offers insight from project managers and executives at more than fifty global companies in all sectors of the market. These industry-leading professionals offer insight and best practices for: Project risk management Project management for multinational cultures and cultural failures Focusing on value, as well as cost and schedule Integrated and virtual project teams Covering the latest developments in the project management field, Project Management Best Practices, Third Edition offers a must-have window into the issues and solutions facing corporate managers, project and team managers, engineers, project team members, and business consultants in today's global market.
6132.14 RUR
Project Management, Leadership, and Performance the relationship between top managers and project managers
The research study in this book examines the direct and empirical relationship between project managers’ leadership styles, years of experience and critical success factors in relation to the measured project success. The research study presented in this book was proposed at the doctoral dissertation level and deemed scientifically necessary for evaluation in order to solve the research problem and to fill the gap that was lacking in literature. The significance of this research study is that it contributes to more in depth and better understanding about the key factors that relate to project success. This book can be beneficial to students, researchers, leaders, managers, team members, stakeholders, and business owners who are interested in learning more about the research topic and in the empirical data results provided in the book. In addition, with practical application, the results of the research study presented in this book can contribute to the improvement of project success rates across various business organizations and industries, provide justification for the improvement of training programs for project managers, and can serve as a base for further research study.
6290 RUR
Mind the Gap the relationship between top managers and project managers

Mind the Gap

5890 RUR
Mind the Gap the relationship between top managers and project managers
In this book we address the complex cooperation between physicians and managers in hospitals by studying their deeply embedded professional differences and its influences on hospital performance. We describe the results of our culture gap questionnaire. With the “GAHP-questionnaire” we can quantitatively elaborate on the size and content of differences between physicians and managers. We apply intergroup theory to the hospital context in order to add a perspective into the known complex relationship between physicians and managers in hospitals. The stereotypical gap questionnaire enables quantitative measurement of the strength and size of stereotypical gaps between physicians and managers. Furthermore we analyse the intragroup variability within groups of physicians and managers in order to identify subgroups that can be focused on when setting out to improve cooperation with the other group to implement organisational change. In the last chapter we statistically associate the cooperation to quality performance in order to search for areas of performance that are influenced by their complex cooperation.
5890 RUR
Assessing Leader Behaviors of Project Managers Associated On LinkedIn the relationship between top managers and project managers
Project leadership has been shown to increase project performance, yet a review of the literature suggested that project managers may prefer alternatives to the leadership behavior shown to produce the highest levels of project performance and that three situational variables may influence this choice. In this book, 175 project managers from 39 countries completed the Leader Behavior Description Questionnaire over a 6-week period to assess their leadership behavioral style and examine if certification, gender, and country of employment (culture) influenced their preference. Testing this data with non-parametric statistical tests revealed initiating structure was preferred to consideration and balance, and that significant, strong relationships existed between preference and certification, gender, and culture. Reviewing these results added clarity to the project leadership literature, advanced the behavioral leadership literature, and suggested that organizations could modify project manager training programs to create leader behavior awareness, developing competencies based on initiating structure primarily and consideration secondarily, prepare project managers for certification.
5790 RUR
Project Management: The Management Process w/ Student CD-ROM(with Microsoft Project 2000) the relationship between top managers and project managers
Project Management strikes a balance between the technical and human aspects of managing projects. It is suitable for a course in project management and for professionals who seek a project management handbook. This text addresses the major questions and issues the authors have encountered while teaching and consulting with practicing project managers in domestic and foreign countries. The text is very contemporary and up-to-date. This application-oriented text provides a road map for managing any typeof project--for example, information technology, R & D, engineering design, construction, pharmaceutical, and manufacturing. The text helps the reader discover the strategic role of projects in contemporary organizations, how projects are prioritized,what tools and techniques can be used to plan and schedule projects, what organization and managerial styles will improve chances of project success, how project managers orchestrate the complex network of relationships, factors that contribute to the development of a high performing project team, the project system which will help gain some measure of control, how project managers prepare for a new international project in a foreign culture, and finally how senior management can develop a supportive organizational culture for implementing projects.
3545 RUR
John Vincent Konnayil Profiting from Hedge Funds. Winning Strategies for the Little Guy the relationship between top managers and project managers
Learn to apply the strategies of top hedge fund managers to your personal investment portfolio The most successful hedge fund managers and superstar investors outperform the markets impressively, while most fund managers—and individual investors as well—usually underperform the market averages. Based on the figures released by the Edgar System each quarter, this book analyzes the performance of hedge fund managers controlling at least $100 million in Assets Under Management to help other investors close the gap between themselves and the industry's top fund managers. With model portfolios that produced solid returns, examination of the tactics of the best fund managers, and a set of effective strategies for sound absolute returns, Profiting from Hedge Funds is the perfect guide for investors who want to improve their game by learning from the best. Includes fascinating insights into the investment styles of the most successful hedge fund managers Features model portfolios based on the holdings and activity of high-performing money managers Offers key lessons for success that work across all portfolios
3902.27 RUR
Challenges for New Managers Undertaking International Assignments the relationship between top managers and project managers
Globally it is known that international managers are a valuable resource to all organisations. However, it is relatively unknown what challenges these managers face in reality and how to manage such challenges in order to retain their skills, knowledge and expertise within MNEs.This study attempted to understand the challenges facing new international managers in order to determine whether a gap exists between what new international managers on assignment are actually facing and what experienced managers perceive they are facing.An exploratory research approach using a qualitative methodology was followed using a sample comprising of six new international managers and 24 experienced international managers. Findings suggest that a gap exists between the challenges new international managers are facing in reality, and the assumptions and perceptions of experienced international managers. It is recommended that the MNE review current human resources recruitment and management policies, implement hiring policies based on skills and competencies beyond technical ability, and establish cross-cultural programmes to address the challenges facing new international managers.
6390 RUR
Transcultural Project Leadership the relationship between top managers and project managers
Projects are temporary organizations and a lack of effective project leadership has been cited as a major cause of costly project failure, overriding most organizational factors. In the rapidly globalizing 21st century, the challenge of project leadership is compounded further by cross-cultural factors as projects around the world are being increasingly peppered with multi-ethnic participants. The overarching question underpinning this study is: What are the key behavioral characteristics for effective transcultural project leadership of projects composed of multi-ethnic teams? This novel global research of successful international project managers, program managers, consultants, and team members examines the confluence of organizational leadership, cross-cultural management, project management, and team dynamics to identify behavioral patterns likely to result in effective transcultural project leadership. For project managers, program managers, and other project practitioners—as well as international managers across various industries—this study yields ‘best practice’ guidelines for successful project leadership, training, and evaluation in transcultural project environments.
9390 RUR
Conflict Management the relationship between top managers and project managers
The conflict between the Marketing and sales functions have been existing for a long period of time and has a negative effect on the daily performance of their personnel,supervisors and managers. However, this book provides the Marketing and Sales managers, top managers, and decision makers with the most up-to-date, state of the art, enriched with the Management, Business, Marketing and Sales Consulting and Training expertise, the Conflict Management Strategies, Tools, Tactics, and techniques. The Conflict Management: Strategies, Tools, and Tactics is a great effort to put an end to this continual and endless conflict between the Marketing and Sales, from an empirical study including the experience of multinational companies, a Consulting expertise of 26 years, and a creative tool to use.
4839 RUR
Faith Based Organizations and Community Development the relationship between top managers and project managers
This book gives an overview of the role of faith-based organizations in community development, particularly in the provision of services to the poor. Apart from identifying various types of community projects, the book reflects on how projects are planned or designed, implemented monitored and evaluated. It is valuable to a wide range of stake holders such as project managers, policy makers, county managers, and community-based project providers and managers.
4929 RUR
UNDERSTANDING DISCURSIVE RESOURCES AND STRATEGIC DECISION MAKING the relationship between top managers and project managers
This book represents an attempt to understand the dynamics of the identity work in the context of the challenges top managers have to address. Managers'' discursive resources influence what they notice and the interpretation of what is noticed. Their ability to understand and challenge their discursive resources is crucial because the persistence of categories and metaphors that depicts a globalized world where they do not have capacity to react may explain the decline of their organizations. The stories they tell ground their emotions and their identities and then they see the world and themselves through them. Hence, their discursive resources and their emotions impact the long term survival of their organizations through the strategic exchange between top managers and organizations.
6690 RUR
The Perceived Difference between Male and Female Managers the relationship between top managers and project managers
Whether men and women behave differently in managerial roles is a much debated question. Many scholars developed different theories about the impacts of gender roles in understanding differences between male and female managers. Most studies also proved that gender role stereotyping resulted differences between male and female managers leadership style, value systems, effectiveness, career advancements, etc. Thus, this book deeply investigates the perceived differences between male and female managers on the job by using managers self and subordinates’ evaluation. The study was targeted five randomly selected ministry offices found in Addis Ababa. The already developed Bem Sex Role Inventory (BSI) and Multifactor Leadership Questionnaire (MLQ) were used as data collection tools. An analysis of variance (ANOVA) on statistical measures was performed based on the number of responses obtained from male female managers self and subordinates evaluations. The most interesting findings revealed in this work are the presence of gender differences in leadership style, emergence, effectiveness, and acceptance.Finally, appropriate training and development programs are recommended.
4839 RUR