Behaviour managerial

In this section waiting and queues are discussed in order to provide some basic understanding of general queuing behaviour, in particular in analytical laboratories. This should allow a qualitative forecast of the effect of managerial decisions. 

To be effective, your managerial behaviour needs to be consciously directed and controlled. Putting that the other way round, managerial action should not normally be... 

Flamholtz and Randle, authors of The Inner Game of Management (1989) quoted earlier, have identified a whole range of distorted managerial behaviours that can result from failing to manage just three needs ... 

Syndromes of managerial behaviour resulting from failure to manage inner needs (for control, self-esteem and to be liked)... 

The kind of factors that might come into play - needs, preferences, perceptions, emotions - and divert us from being as effective as we might have been, were discussed in Chapter 2. It is not always easy to be fully conscious of all the nuances of our motives. Nevertheless, some self-reflection, coupled with awareness of the more common forms of distorted managerial behaviour, can be a first step to bringing our surreptitious agenda under conscious control. 

Lists of political games, such as that in Box 6.1, do, however, provide a source of ammunition for those who like to disparage managerial behaviour and what they perceive to be sectional and self-serving purposes. But all these so-called games can often have a very different Interpretation placed on them. 

Use Boxes 10.1, 10.2 and 10.3 to review your managerial behaviour and assess your present stage of managerial development. Draw also on earlier chapters to help you in this self-appraisal. 

Whatever career stage you are currently at, it could be valuable to apply the same kind of critical appraisal to your career drivers as you have applied to the needs driving your managerial behaviour. 

Mintzberg, H. (1991) Managerial work forty years later. Commentary in reprinted edition of S. Carlson, Executive Behaviour. Uppsala University. 

Managerial style is linked with culture, as the latter often defines, implicitly or explicitly, acceptable behaviour for a person with these responsibilities. A distinction commonly made is between managers whose primary responsibilities are operational and those who have more strategic and visionary responsibilities. Kotter (1990) describes these as managerial and leadership roles, respectively, while Bass and Avolio (1990) refer to transactional and transformational leadership. In reality most managers and leaders perform both roles but to differing degrees. 

The content of the book is therefore intended to address that mixed bag of technical, commercial, managerial, and behavioural issues which constitute the actual job content of the practising engineer, and are peculiar to this industry. 

Market power and bargaining power are analysed as cases of market imperfection, i.e. cases in which the market (intended as the basic institution of capitalist economies) fails to perform its function of coordination. It has been the Hterature on market failure together with the modern theory of firm that have opened the way to the power issue in economics. There are at least two important strands of Hterature that directly address the issue the contested exchange approach within the neo-behavioural economics the literature on the internal poHtics of firms, within the managerial theories of the firm. 

This research is a first step to investigate the effects of managerial instruments on opportunistic behaviour in supply networks. Based on the results of this study further research is necessary. A research design to analyze the cause-and-effect... 

Jensen, M. C. and Meckling, W. H. (1976), Theory of the Firm - Managerial Behaviour, Agency Costs and Ownership Structure, in Journal of Financial Economics, 3 (1976) 4, pp. 305-360. 

Lee, R. T., Ashford, B. E. (1993). A further examination of managerial burnout Towards an integrated model. Journal of organizational Behaviour, 74(1), 3-20. 

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