Managerial work

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

Mintzberg, H. (1973), The Nature of Managerial Work, Harper Row, New York. 

Carroll, S. and Gillen, D. Are the classical management functions useful in describing managerial work ... 

CarroU, S. and D. Gillen, Are the Classical Management Functions Useful in Describing Managerial Work Academy of Management Review 12, No. 1 (1980) 38-51. 

Glover, I. A. (1977a), Managerial Work A Review of the Evidence (London Department of Industry/City University). 

Gloyer, I. A., and Martin, G. (1986), Managerial work an empirical and cultural contradiction in terms , paper presented at the Annual Conference of the British Sociological Association, University of Loughborough. 

Working Capital The amount and disposition of working capital and the efriciency of its use determine the immediate prospec ts for future growth in a company. The bulk of managerial effort in a company is directly or indirectly concerned with the manipulation of working capital. Insufficient or misused working capital is the commonest cause of business failure. 

Generally improved performance, which came in various guises such as heing able to do one s job better and more efficiently, better managerial skills, and more rapid readjustment to one s work role after a long break. ... 

A second reason is due to the absence of preliminary risk analyses in everyday activities involving chemical substances. Only sensitive activities are subjected to analyses (mainly because of what is at stake and for financial reasons). This is due to, on the one hand, the absence of literature on how to diagnose a priori risks and, on the other hand, the difficulty of such an analysis,(the chemistry being difficult). Finally, preliminary risk analyses are not part of managerial experience and work practice. 

It is well known in the world of independent ventures that there often comes a point at which the founding team needs to be replaced by managers with different qualities. Indeed, one of the ways in which venture capitalists claim they add value is in provoking these transitions and helping locate relevant managerial talent. The same applies to many key people working within a corporate venture those with the right skills to function well when the task is discovery and creation are not necessarily able to make the transition to the tasks of enhancement and operational excellence. Moore (1991) terms this transition the transition from pioneers to settlers. As he describes (1991, p. 199) ... 

Income, class, education inherited wealth, professional and managerial, average middle class, working class, working poor, welfare. 

Third, as the anthrax vaccine experience reveals, both DoD acquisition personnel and the contractors hired by DoD have not always possessed the technical and managerial expertise for working with FDA. Interactions with FDA, especially in licensing-related efforts, involve a complicated three-way relationship among DoD, the private contractor, and FDA. This relationship is quite unlike either the two-way relationship between DoD and defense contractors involved in the procurement of weapon systems or the two-way interaction between FDA and a private drug firm. The policy and operational issues about how to manage these three-way relationships have yet to be worked out. 

Plant sees managerial effectiveness as resulting from your potential effectiveness and the role you perform. It is the integration of the two that ensures effective role performance. Managers need to work on their role to allow their potential effectiveness to flourish. Plant identifies ten dimensions of role that are critical for effectiveness ... 

The ultimate purpose of this project was to plan and implement some change in what 1 did at work that would improve my managerial effectiveness. I have experienced both practical and personal learning while doing it. 1 have learnt more about how my work functions and how it affects me. 1 have learnt about myself and how I need to change in order to be more effective as a manager. This was partly a matter of time management, but 1 also learned from the actual experience of the project itself. 

There will be some people seeking to develop their managerial capabilities through project work who are not yet in manage-rlsd positions. Most of their everyday experience, while it might be suitable for some developmental purposes, is unlikely to be suitable for meinagement development purposes. 

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