Internationalization and Turkish Manufacturing Firm Performance – Does Managerial Personality Matter?

This study investigates the impact of the managers’ experience and gender on the relationship between internationalization and business performance of manufacturing firms in Turkey. Based on a dataset collected by the World Bank, including 263 manufacturing enterprises in Turkey, we find that more well-experienced managers can positively improve the relationship between internationalization and firm performance. In contrast, this relationship will be reduced when the business has a female executive manager. This result adds to the empirical evidence and reinforces the theory of internationalization, especially in transition economies. The research implications are to help policymakers promulgate appropriate policies to support and accelerate the internationalization of businesses.

Thinking Styles and Leadership Skills of Managers on Organizational Productivity

Psychological aspects, a great concern of managerial psychology, include emotions, thinking, attitudes, and motivation of the employees in managerial positions, which ramifies the productivity of the organization. Managerial thinking and leadership skills are important components in achieving organizational goals. Organizational productivity is a strong indicator for managers in the growth which has direct relationship with organizational performance. Efficacious leadership skills in managers like interpersonal skills, team building, flexibility, emotional intelligence helps in meeting the goals which simultaneously increases the organization productivity and performance of the employees. Strategic management approaches by the managers to increase productivity at successive levels. An executive manager is an agent of change who lets a subordinate work according to him and then he converts the follower into a leader through team quality management (TQM) programs and effectiveness. The managerial implications are discussed which helps to establish cooperative innovations.

Use of On-Line Discussion Forums for Training

There is evidence that corporations are currently using e-learning for corporate training. Discussion forums in academia, particularly higher ed, are known to be an effective learning strategy that is widely used across many universities. Adoption of using discussion forums in Corporate America has been slow. Collaboration and discussions are key for the learner's journey, yet not many training initiatives include the use of discussion forums. Why are companies not using discussion forums? What is the resistance behind why discussion forums are not incorporated into training? A study was conducted at Jones Company (pseudonym) to understand the resistance from three levels of employees: the executive, manager, and the employee.

Executive Dashboard as a mediating technology of organization

This chapter interrogates the executive dashboard as a contemporary example of the deployment of computation in management. Conceptualizing the dashboard as an interface, it explores how it reconfigures human–machine relations and their respective intelligences. The dashboard separates the executive manager and the computational system, as much as it augments both in their capacities for decision and control. Human decision making emerges as a residuality and an exception to computational processes, while decision making is also distributed within and delegated to the technical system. The dashboarding of human–machine intelligences produces a smartness characterizing contemporary computation, management, and organization.

Entrepreneurial Mission of an Academic Creative Incubator

In Porto, like most European cities, cultural dimension and cultural activities have become increasingly important in recent years. Simultaneously, incubators became a way to promote creative business and support creative entrepreneurs, aiming at the local economic development. This is also recognized in academic institutions that boost academic third mission with, among others, the local positive cultural dynamics, responding to the domains of smart specialization defined to the northern region of Portugal. City center of Porto is, because of its centrality, where the expression of cultural and creative dimension assumes particular contours, being more concentrated and effervescent. In this chapter, the authors present the UPTEC PINC. For it, a methodological approach that combines qualitative and quantitative methods, namely interviews of the executive manager and start-ups installed in PINC and analysis of statistical indicators, is used.

Feasibility study of the telemedicine systems deployment in rehabilitation centers for addiction therapy

Objective: This study aim was to determine the feasibility to establish a telemedicine system in one of the rehabilitation and addiction treatment centers in Tehran. Materials and Methods: This study was descriptive-cross sectional. The research population consisted of 28 people, who were the head and Senior Executive Manager, financial director, IT manager, physicians, nurses and counselors of the addiction center. Due to the small number of statistical population, a total number of sampling was performed. The field research tool was interview, observation and standard questionnaire. The validity of the questionnaire was assessed by professors and experts and its reliability was assessed using Cronbach's alpha coefficient (0.87). SPSS software was used to analyze the data. Results: Our studied center, has the sufficient technical infrastructures needed to implement Telemedicine, and the IT department has a good level of awareness about telemedicine technology. The center does not have any strategic plan that includes telemedicine, and the manager board does not support telemedicine, but the center has the support of the chief executive manager on this matter. The shortage of technical staff, insurance and reimbursement problems, initial costs and medical staff shortages, current costs, and training and medical staff resistance are, in the order of priority, the major barriers to telemedicine implementation, and time barriers, employee attitudes, privacy and licensing issues , issues of confidentiality and competition are less important. Conclusion: Considering that the Rehabilitation and Addict Treatment Center has the technical infrastructures necessary for the implementation of the telemedicine system, as well as the IT department manager is familiar with telemedicine technology, the cost of deploying this system in the center is not significant and is cost-effective. It is recommended to develop an appropriate strategic plan, conduct training programs to change the administrative staff culture and coordinate with the insurer's organizations.

Feasibility study of the telemedicine systems deployment in rehabilitation centers for addiction therapy

Objective: This study aim was to determine the feasibility to establish a telemedicine system in one of the rehabilitation and addiction treatment centers in Tehran. Materials and Methods: This study was descriptive-cross sectional. The research population consisted of 28 people, who were the head and Senior Executive Manager, financial director, IT manager, physicians, nurses and counselors of the addiction center. Due to the small number of statistical population, a total number of sampling was performed. The field research tool was interview, observation and standard questionnaire. The validity of the questionnaire was assessed by professors and experts and its reliability was assessed using Cronbach's alpha coefficient (0.87). SPSS software was used to analyze the data. Results: Our studied center, has the sufficient technical infrastructures needed to implement Telemedicine, and the IT department has a good level of awareness about telemedicine technology. The center does not have any strategic plan that includes telemedicine, and the manager board does not support telemedicine, but the center has the support of the chief executive manager on this matter. The shortage of technical staff, insurance and reimbursement problems, initial costs and medical staff shortages, current costs, and training and medical staff resistance are, in the order of priority, the major barriers to telemedicine implementation, and time barriers, employee attitudes, privacy and licensing issues , issues of confidentiality and competition are less important. Conclusion: Considering that the Rehabilitation and Addict Treatment Center has the technical infrastructures necessary for the implementation of the telemedicine system, as well as the IT department manager is familiar with telemedicine technology, the cost of deploying this system in the center is not significant and is cost-effective. It is recommended to develop an appropriate strategic plan, conduct training programs to change the administrative staff culture and coordinate with the insurer's organizations.

INTERIM MANAGEMENT KEY POINTS FOR SUCCESS

Interim management is defined as the temporary provision of management resources and skills, which can be seen as the short-term assignment of a proven executive manager to manage a period of transition, crisis, or change within an organization. In other words, interim management is the engagement by an organisation of a senior independent executive for a limited contractual period in a line management, staff or project role. The first phase in the interim management position is considered to be the “expectation, infrastructure, and exploring phase.” Expectations are high and team members are supportive and hopeful that interim manager will help them through change. If they've gone a long time without a leader, they may be hesitant and skeptical to get too close or share too much. It's truly the stage of golden opportunity where colleagues offer help and assistance to make the transition successful, even if it's temporary. Although the search for a permanent replacement continues, interim manager will begin to problem solve, organize, and stabilize the environment.Humility becomes the interim leader's best asset, especially if the role is outside his/her typical experience or comfort zone. The longer the interim position continues, the sharper the reality becomes. Expanding responsibilities from overseeing one unit or department to multiple units or departments at the same time can become overwhelming and short-term daily operational issues may seem to be handled without long-term thought, commitment, and passion. The last phase is one of accommodation to the situation, developing solutions, and problem solving at an operational versus an institutional level.Interim leadership roles filled from within an organization require leaders who take on additional responsibilities to effectively manage priorities, staffing, and, most of all, their time. There will be multiple competing priorities and deadlines in light of the additional responsibilities. If at all possible, interim manager should delegate some of those simple tasks to direct reports and accept the help of his/her colleagues. It will make them feel like they're contributing to the greater good and may spark a strength or project that may have gone undetected.

PERANAN PUBLIC RELATIONS DALAM MEMBENTUK OPINI PUBLIK

This article purposed to see how public relation played rule setting public opinion both for internal and external public. Internal public includes shareholders, top executive manager, employee, and employee’s family. External public includes consumer, banks, government, competitors, and community. This article concluded that public relations played important role in developing public opinion and creating harmonic relationship between firms with their public.