The "Good Manager": Masculine or Androgynous?

1979 ◽  
Vol 22 (2) ◽  
pp. 395-403 ◽  
Author(s):  
G. N. Powell ◽  
D. A. Butterfield
Keyword(s):  
Good Manager

The inseparable nature of working and learning: peripheral management practice that facilitates employee learning

2014 ◽  
Vol 28 (5) ◽  
pp. 10-12 ◽  
Author(s):  
Jay Andrew Cohen
Keyword(s):  
Management Practices ◽  
Management Practice ◽  
Point Of View ◽  
Management Activity ◽  
Content Type ◽  
Employee Learning ◽  
Frontline Managers ◽  
Social Act ◽  
Practical Implications ◽  
Good Manager

Purpose – This paper aims to look at the peripheral management practice that facilitates employee learning. Such management practices are embedded or inseparable to working and being a good manager. Design/methodology/approach – Point of view. Findings – For many frontline managers and their employees, the separation between working and learning is often not apparent. There appears to be no clear distinction between when they are working and when they are learning. Practical implications – Better development of organizational managers. Originality/value – This paper highlights the informal nature of learning and working and builds on the understanding that much of the learning that occurs at work occurs as part of a social act, often involving managers and their employees. In this way, employee learning that is identified and facilitated by frontline managers is so often entwined in other management activity. Furthermore, this paper outlines some practical actions that organizations can undertake to aid greater frontline management involvement in employee learning.

Managerial Stereotypes in a Global Economy: A Comparative Study of Japanese and American Business Students' Perspectives

1994 ◽  
Vol 74 (1) ◽  
pp. 219-226 ◽  
Author(s):  
Gary N. Powell ◽  
Yasuaki Kido
Keyword(s):  
Comparative Study ◽  
Global Economy ◽  
Business Students ◽  
American Business ◽  
Japanese Students ◽  
American Students ◽  
Good Manager

This study examined stereotypes of American managers, Japanese managers, and a “good manager” held by 264 Japanese and 249 American business students. Although neither the American nor Japanese managerial stereotype resembled that of a good manager in either sample, the stereotypes of a good manager were considerably different for these samples. Japanese students' preferences for a Japanese versus an American manager were consistent with their beliefs about who was the better manager. American students' preferences were less consistent.

It’s not what you know, it’s what your organization knows

2017 ◽  
Vol 33 (7) ◽  
pp. 8-10
Keyword(s):  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Cutting Edge ◽  
Middle Manager ◽  
Content Type ◽  
Pertinent Information ◽  
Customer Services ◽  
Practical Implications ◽  
Good Manager

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings There is a person in every office of any organization you could mention − let us call her Doris − who is the go-to manager for almost any query or problem that arises. Doris is a very good manager − she is on top of her work, is approachable and helpful and has some good ideas about how the organization should be run. Doris has also been there longer than any other middle manager and has also worked in a number of different areas of the business. Currently, Doris is in charge of customer services and, as such, has an overview of bill payments, contracts and outputs from the firm. In short, Doris is a huge asset to the company. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Leadership Thinking Through Managerial Psychology

2021 ◽  
pp. 1-24
Author(s):  
Rick D. Johnson
Keyword(s):  
Leadership Competencies ◽  
Psychological Aspects ◽  
Personal Knowledge ◽  
Leadership Theories ◽  
Core Group ◽  
Personal Preference ◽  
Managerial Psychology ◽  
Organizational Needs ◽  
Good Manager

Business organizational needs are met successfully when there are leaders in place who understand their people, industry, and societal concerns. Organizations inherently involve humans who must be managed and directed to varying degrees, and managing is not always as streamlined as some may wish. Understanding the needs and goals of each individual or group is paramount for a manager to elevate from daily management to ongoing leadership. A good manager/leader should strive to have personal knowledge of a collection of leadership theories and applications that would serve them in different situations. People are complex beings, and great leaders have the ability to appeal to the psychological aspects of how to lead particular groups of individuals. Through this framework, leaders can have a better understanding of how to manage when necessary, and managers can in turn begin to learn how to lead. This chapter offers insight to an audience who can begin to identify a core group of leadership competencies, theories, and qualities to synergize their personal preference.

The “Good Manager”: Masculine or Androgynous?

1979 ◽  
Vol 22 (2) ◽  
pp. 395-403 ◽  
Author(s):  
Gary N. Powell ◽  
D. Anthony Butterfield
Keyword(s):  
Good Manager

scholarly journals Sir John McMichael, 25 July 1904 - 3 March 1993

1995 ◽  
Vol 41 ◽  
pp. 282-296
Keyword(s):  
World War I ◽  
Medical Service ◽  
Major Influence ◽  
World War ◽  
Interest In Science ◽  
Indian Medical ◽  
The Family ◽  
The Village ◽  
Broad Interest ◽  
Good Manager

A quote that says much about John McMichael comes from his own autobiographical notes: ‘I come from a materially poor branch of a Galloway family’. He was born on 25 July 1904 in Gatehouse of Fleet, Kirkcudbrightshire, Scotland, son of James and Margaret McMichael. There were two older sisters and two elder brothers, and he was something of an afterthought. His father ran a farm on the edge of the village and was also the local butcher. A ‘God-fearing, generous man’, he was not a good manager of his limited resources. Until he was ten years old John McMichael went to a school run under the patronage of the Lady of the Manor; but in 1914 this school was closed and he transferred to Girthon public school under its headmaster, William Learmonth, who was to have a major influence on the young McMichael. Learmonth’s son, eight years McMichael’s senior, became Sir James Learmonth, the well-known surgeon. Learmonth was an exceedingly capable teacher to find in a small village school and his pupils clearly felt the benefit. At the age of 14 there was a debate in the McMichael household about the next stage in John’s education. His mother, supported by Learmonth, decided he must continue and he moved to Kirkcudbright Academy, eight miles away, a hard and hilly bicycle ride. Here he blossomed, taking first place in most subjects, and ending up as Dux of the school. His decision to read medicine was influenced by two chance factors. He often spent his holidays with a fisherman on an island in the Fleet Bay where the solitary house was occupied by a doctor from the Indian Medical Service during his leaves. On wet days his medical books opened up exciting prospects in the schoolboy’s enquiring mind. During World War I a maternal cousin, Col. George Home, C.B.E., M.D., of the New Zealand Army Medical Corps, spent his leaves with the family and kindled a broad interest in science and medicine.

scholarly journals Merkel's Nachsommermärchen?

2014 ◽  
Vol 32 (2) ◽  
pp. 1-18
Author(s):  
Eric Langenbacher
Keyword(s):  
Euro Crisis ◽  
Approval Ratings ◽  
Good Manager

Not once during the campaign—or actually over the whole course of theseventeenth Bundestag (2009-2013)—was it ever really in doubt that AngelaMerkel would continue as chancellor after the 22 September 2013 parliamentaryelection. Despite the vicissitudes of governing for eight years, mostin the midst of the financial and Euro crisis, she has achieved and sustainedsome of the highest approval ratings of any postwar German politician. Voterstrust Merkel as a good manager of the economy and an honest stewardand defender of German interests in Europe. Her carefully cultivated imageas a steady, reassuring, and incorruptible leader, coupled with her politicalacumen, ideological flexibility and, at times, ruthlessness—captured in thedueling monikers of Mutti Merkel and Merkelavelli1—are the keys to herprofound success.

Gender and Managerial Stereotypes: Have the Times Changed?

2002 ◽  
Vol 28 (2) ◽  
pp. 177-193 ◽  
Author(s):  
Gary N. Powell ◽  
D. Anthony Butterfield ◽  
Jane D. Parent
Keyword(s):  
Women Managers ◽  
Considerable Increase ◽  
Business Students ◽  
Organization Studies ◽  
Management Journal ◽  
Part Time ◽  
The Times ◽  
Graduate Business Students ◽  
Good Manager

There has been a considerable increase in the proportion of women managers in recent years, from 21% in 1976 to 46% in 1999, and a call for “feminine leadership” to capitalize on this increase. The present study examines whether there has been a corresponding change in men’s and women’s stereotypes of managers such that less emphasis is placed on managers’ possessing masculine characteristics. Data from 348 undergraduate and part-time graduate business students indicate that although managerial stereotypes place less emphasis on masculine characteristics than in earlier studies [Academy of Management Journal 22 (1979) 395; Group and Organization Studies 14 (2) (1989) 216], a good manager is still perceived as predominantly masculine.

Extinguishing the Flames of Manager Burnout with CPR

2005 ◽  
Vol 24 (4) ◽  
pp. 59-60 ◽  
Author(s):  
Sherri Lee Simons
Keyword(s):  
Nurse Managers ◽  
Good Manager

YEARS AGO, OLD TIMEX WATCH advertisements had the slogan, “It takes a licking and keeps on ticking.” In these ads, the watches were submitted to dramatic abuse but, in the end, still worked.1 With sufficient attention to self-preservation and renewal, nurse managers can be like Timex watches. The alternative may be burnout and the loss of a good manager.

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