Study note on managerial performance

Study note on managerial performance

References with extracted contents

Sen-Kuei Liao & Kuei-Lun Chang (2010) Measuring the managerial performance of TV companies, Journal of Information and Optimization Sciences, 31:3, 603-623.

"A multiple criteria managerial performance measurement model is generalized in this paper for Taiwanese TV companies. The balanced scorecard (BSC), combination of both financial and non-financial perspectives and criteria, creates a more accurate performance measurement system because it offers a more complete view of a business and can lead to better business decisions. Due to the interdependent relations in decision making, we apply analytic network process (ANP) that tolerates the interrelated relationship among the perspectives and criteria to handle such problems";

Sambedna Jena, Chandan Kumar Sahoo, (2014) "Improving managerial performance: a study on entrepreneurial and leadership competencies", Industrial and Commercial Training, Vol. 46 Issue: 3, pp.143-149.

"Competent employees are not only linked to enriched work environment but also help in improving the organization’s performance as a whole. This has created urgency among many organizations to develop their executives with adequate managerial competencies, so that they can deploy these competencies efficiently to gain superior performance in their respective job role (Mitchelmore and Rowley, 2010). The primary goal of an executive is to oversee various activities such as to organize, plan, administer, coordinate and control their subordinates within the organization";  

"The term ‘‘competencies’’ refers to the characteristics such as ‘‘knowledge, skills, aspects of self-image, social motives, feeling and acting’’ which is demonstrated by an individual to achieve the desired performance goal within an organization (Dubois et al., 2004). The utilization of adequate executive competencies helps in productivity maximization and motivates employees to organize their tasks more efficiently";

"Entrepreneurial competencies are required for executives to achieve excellence in performance and to get sustainable growth in a competitive business environment. The executives possessing adequate entrepreneurial competencies support new venture creation, survival and growth (Boyatzis, 1982; Bird, 2002)";

James M. Loveland, Scott A. Thompson, John W. Lounsbury & Lucy W. Gibson (2016) Where do managers fit in the profit chain? Assessing managerial job performance in the hospitality industry, Journal of Human Resources in Hospitality & Tourism, 15:1, 86-102.

"The constructs of “consideration and initiating structure” have a long history in the managerial literature, beginning with the pioneering work of the Ohio State Leadership studies (Stogdill & Coons, 1957). In subsequent decades considerable

research has been dedicated to these constructs. In more recent research, Consideration is often discussed in terms of relational orientation. By the same token, initiating structure is sometimes referred to as task orientation. Regardless of the terminology, the existing literature argues that each of these constructs is believed to play an important role in managerial job performance";

Verboncu, I. and Ş. Corcodel. 2014. "Managerial Performance - Factors of Influence" Review of International Comparative Management 15(3) July: 273-283.

"The first factor that influences the level of managerial performance is, undoubtedly, the competence of those that realize management processes. Through this we refer especially to the competence of managers, but also to the one of workers, that assure the implementation of decisions (Russu, 1998). Evidently, the decisive role is the one of managers, no matter what their position within the organizational structure is. Managers have a great influence on the managerial, economical and commercial behaviour of the organization they act in";

"The concept of competence can be assessed through two different approaches. The first side of competence refers to the assigned or offered competence (also called official competence), while the second side refers to the basic competence of an individual (personal competence). In the first approach, the official competence can be defined as the decisional freedom that a position holder (manager or worker) enjoys and is, from our perspective, the most important dimension the whole concept of competence. ..... In the second approach, the personal competence is highlighted through the professional and managerial knowledge, qualities and abilities that a position holder must have in order to take advantage of the official competence that certain position has. A job that is correctly developed (from the perspective of tasks, competence and responsibilities implied) can only generate performance if the person that handles it is competent enough";

"Organizational culture, the second factor of influence, can be defined as “the sum of values, beliefs, aspirations, expectation and behaviours built over time in each organization, that are predominant within it and that directly and indirectly influence its functionality and performance” (Nicolescu, Verboncu, 2008). This factor is one most important determinants of generating managerial and economical performance within an organization. The organizational culture can be highlighted, generally speaking, through:

 symbols;

 organizational values;

 behavioural norms;

 rituals and ceremonies;

 stories and myths.

Each component of the ones presented above has a different influence on the level and the structure of organizational and individual performance, based on the role and the place they have within the organizational culture (Verboncu et al, 2008)";

"National and international environment

It is defined as the set of exogenous elements of the firm, of a economical, technical, political, demographic, cultural, scientific, organizational, legal, psihosociologic, educational and ecological nature, that marks the setting of an organizations’ objectives, obtaining the resources needed, adopting and applying

the decisions for their realization (Nicolescu et al., 2011, p. 366)........  The management factors – the national economic strategy, the organization system of the economy, the ways of coordinating it, the quality of the recommended management tools – influence both the functionality of the firm and its management";

Kariv Dafna, (2008) "Managerial performance and business success: Gender differences in Canadian and Israeli entrepreneurs", Journal of Enterprising Communities: People and Places in the Global Economy, Vol. 2 Issue: 4, pp.300-331.

"...... business success, at least at the micro level dimension of analysis, depends on the ability of firms to adapt internal structures and processes to available opportunities and external constraints (Pfeffer and Salancik, 1978), and such adaptations depend on the actions of the firm’s leader (Barringer and Jones, 2004; Chen and Barnes, 2006; Miller et al., 2006), the entrepreneur. Choosing and utilizing the appropriate managerial performance is thus critical in assuring the success of entrepreneurial businesses. Literature about how businesses need to operate for achieving success disclosed robust works on business survival, growth in sales and profitability as well as in growth in size of the firm";

"Dependent variable

Business success – The dependent variable is based on the respondents’ self-reports referring to three success indicators:

(1) business longevity ....”;

(2) changes in the turnover from their businesses’ sales. .... ”; and

(3) growth in the business size, .....";

"Independent variables

Managerial performance – studies have shown that entrepreneurs have a different set of attitudes about the nature of the management process and business in general (Baum and Locke, 2004; Gasse, 1977a, b). Based on Whetten and Cameron’s (2005) conclusive model and modified from their PAMS questionnaire on managerial performance, five managerial functions are included in this study; respondents were asked to rank (1 ¼ very rare – 5 ¼ very often) the extent each function characterizes their daily managerial performance as leading entrepreneurs on the following functions:

* innovation ......”;

* leading change .....”;

* a people-orientation in managing the staff .....”;

* goal-setting ....”; and

* networking .....”.