...Journal ti/ Applied Psychology 1975, Vol. 60, No. 3, 340-344 Relationships Between Sex Role Stereotypes and Requisite Management Characteristics Among Female Managers Virginia Ellen Schein Metropolitan Life Insurance Company, New Yor/c, New Yor/c The relationship between sex role stereotypes and requisite management characteristics among female middle managers was examined. In a replication of a previous study with male middle managers, 167 female middle managers rated either women in general, men in general, or successful middle managers on 92 descriptive terms. As was found with the male sample, the results confirmed the hypothesis that successful middle managers are perceived to possess characteristics, attitudes, and temperaments more commonly ascribed to men in general than to women in general. This relationship between sex role stereotypes and perceived requisite management characteristics was strongest among female managers with limited managerial experience. Male middle managers have been shown to perceive successful middle managers as possessing characteristics, attitudes, and temperaments more commonly ascribed to men in general than to women in general (Schein, 1973). This association between sex role stereotypes and perceptions of requisite management characteristics would seem to account, in part, for the limited number of women in management positions. Such sex role stereotyping of the managerial job could result in the perception that women are less qualified...
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...Style Drift and Portfolio Management for Active Australian Equity Funds † Andrew B. Ainsworth ∗ Kingsley Fong David R. Gallagher Current Draft: 30 April 2007 Australian School of Business, The University of New South Wales, Sydney, N.S.W. 2052 Abstract Using monthly active equity fund portfolio holdings, we examine the magnitude of style drift and decompose it into active and passive components. We find that while fund style tilts are consistent with their self-stated investment objective, there is variation in the degree of style bias within style groups. We document that funds actively adjust their portfolio holdings in response to passive style drift to retain a desired portfolio tilt. The degree of adjustment varies with the frequency over which the drift is measured, with funds being most responsive to changes in book-to-market and momentum drift. We also find that certain types of style drift affect portfolio turnover. Keywords: Investment style, style drift, consistency, portfolio management, investment performance. † This research was funded through an ARC Linkage Grant (LP0561160) involving Vanguard Investments Australia and SIRCA. The authors thank Adrian Lee and an anonymous referee for helpful comments and suggestions. We also thank Vanguard Investments Australia for research support. ∗ Corresponding author. Email: andrew.ainsworth@student.unsw.edu.au. Electronic copy available at: http://ssrn.com/abstract=1004670 Style Drift and Portfolio Management...
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...subordinates, others are very authoritarian. Managers at all levels have their own leadership style. | Slide 3 : | Leadership Across Cultures Leadership styles may vary over different cultures. European managers tend to be more people-oriented than American or Japanese managers. Japanese culture is very collective oriented, while American focuses more on profitability. Time horizons also are affected by cultures. U.S. firms often focus on short-run efforts. Japanese firms take a longer-term outlook. | Slide 4 : | Sources of Power Figure 13.1 | Slide 5 : | Sources of Power Used to affect other’s behavior and get them to act in given ways. Legitimate Power: manager’s authority resulting by their management position in the firm. Can be power to hire/fire workers, assign work. Reward Power: based on the manager’s ability to give or withhold rewards. Pay raises, bonuses, verbal praise. Effective managers use reward power to signal employees they are doing a good job. | Slide 6 : | Sources of Power Coercive Power: based in ability to punish others. Ranges from verbal reprimand to pay cuts to firing. Can have serious negative side effects. Expert Power: based on special skills of leader. First & middle managers have most expert power. Often found in technical ability. Referent Power: results from personal characteristics of the leader which earn worker’s respect, loyalty and admiration. Usually held by likable managers who are...
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...involve the following chapters from your textbook: 1, 2, 3, 4, 5, 6, 7, and 13. Please check the “Textbook Course Material” document on Moodle for the exact pages covered in each chapter. Concepts to cover when studying: 1. What is a Manager? a. Levels of Management b. Managerial Performance c. Upside-down Pyramid 2. What is Intellectual Capital? 3. What is Workforce Diversity and what are its components? 4. What is an Organization and how can it be considered an Open System? d. Public Organizations vs. Not-For-Profit Organizations 5. How do Efficiency and Effectiveness impact the productivity of an organization? 6. What are the organizational trends and transitions that are relevant to your study of management? 7. CREST! 8. Who are Stakeholders and why are they important to managers? 9. What is Competitive Advantage, how can it be achieved and why is it important? 10. What is Environmental Uncertainty and why do managers want to avoid this? 11. Organizational Effectiveness – what is this and what are the ways it can be viewed and analyzed? 12. What are the Four Functions of Management? (Hint: POLC) 13. What are the 10 Managerial Roles? 14. What are the 3 Essential Managerial Skills and why are they important? e. How does a manager develop Managerial Competencies? 15. What is Quantitative Analysis and why do managers need to be able to do this? 16. How can an Organization...
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...The ten characteristics to be an effective manager would be: Knowledge Category would be these five: 1. Vision 2. Efficiency 3. Organization 4. Control 5. Ability to Plan Value Category would be these five: 1. Ability to motivate 2. Positive Attitude 3. Respect 4. Sense of Perspective 5. Trust A manager can be very effective in many different reasons, because of all the characteristics that they have to hold. All these above characteristics in the categories do help out a manager and his or her business to be successful. Such as having vision, because a person has to oversee their employee’s to make sure that they are doing a good job to make a business work great and have success. Each employee wants to get the help they need if not knowing their job all the way, so this means a manager has to help them along the way, to guide and make sure they are doing the correct job. Also a manager has a big role in the company because of being responsible for lots of things for a business to run smoothly, they have to run the business efficiently. Managers also have to keep everything organized that way things are out of place, and data gets lost and not know what to do then. This also is because when things are organized, it takes less time to accomplish something they have limited time with. Control is a big characteristic, because a manager has to keep control of every employee and know that he or she are doing the jobs that they are assigned to do, also...
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...ASSIGNMENT 1 (40% weighting) Learning Objective • To apply the concepts of project and project manager to authentic situations • To reflect on the applicability of the concepts of project and project manager to a student’s project PART A (PROJECTS) (700-1100 words) - (35 marks) You have learnt the key characteristics of projects in Topic 1 of this unit. Part A requires you to apply this knowledge and any further research to a real project. I. Select and describe ONE project that is in the media. Justify why you consider it to be a project (400-500 words) (20 marks) II. Go to ONE organisation’s website (but not your employer) and identify and describe ONE project it has or will be undertaking. Explain: a. the change this project will bring about (150-300 words) (10 marks) b. how the project links to the organisation’s goals (150-300 words) (10 marks) PART B (PROJECT MANAGER) (1200-1700 words) (65 marks) There is extensive literature on the desirable skills/traits/characteristics/personalities for an effective project manager. I. Describe THREE traits/characteristics/personalities, based on academic references. You must have at least 5 references in answering this question (900-1200 words) (45 marks) II. Completing your project management degree at Curtin University is a project and you are the project manager. Reflect on how each of these traits/characteristics/personalities will help you be successful in completing your degree project references...
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...Sample Questions Exam Page 1 of 3 1. What is a file? 2. What is a record? 3. What is a field? 4. A company stores data about its employees on a computer file. Part of the file is shown below. Employee code 1214 7774 45875 75582 Employee name John, Smith Andrews, James Andrews, Mary George, Joanna Job Title Marketing manager Sales Person Sales Manager Sales Person Gender M M F F Phone number 3542156 7585546 7585546 3588854 Date of birth 17/5/1963 4/12/1974 5/8/1976 6/11/1971 How many records are shown? 5. A company stores data about its employees on a computer file. Part of the file is shown below. Employee code 1214 7774 45875 75582 Employee name John, Smith Andrews, James Andrews, Mary George, Joanna Job Title Marketing manager Sales Person Sales Manager Sales Person Gender M M F F Phone number 3542156 7585546 7585546 3588854 Date of birth 17/5/1963 4/12/1974 5/8/1976 6/11/1971 How many fields are shown? 6. A company stores data about its employees on a computer file. Part of the file is shown below. Employee code 1214 7774 45875 75582 Employee name John, Smith Andrews, James Andrews, Mary George, Joanna Job Title Marketing manager Sales Person Sales Manager Sales Person Gender M M F F Phone number 3542156 7585546 7585546 3588854 Date of birth 17/5/1963 4/12/1974 5/8/1976 6/11/1971 What field is the best to use as a key field? 1112-90912 -V1 Level L Computer Science AMS Page 2 of 3 7. A company stores data about...
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...BARNUM, Assistant Chief information Sciences Division FOR THE COMMANDER: JOH" F . HUSS Acting Clief, Plans Office If your address has changed or if you wish to be removed from the RADC mailing list, or if the addressee is no longer employed by your organization, please notify RADC (ISIS) Griffiss AFB NY 13441. This will assist us in maintaining a current mailing list. Do not return this copy. Retain or destroy. SECURITY CLASSIFICATION OF THIS PAGE (IW.i, Vt e En eed)RE REPORT DOCUMENJATIO4 PAGE I. REPORT NU bER . D I S UC ON BFRE COMPTING ORM ... ' j2. GOVT ACCESSION NO. 3. ft9CIPIkNTIS CATALOG NUMBER RADC-TR-77-369, 4. TITLE (and Subtlfe) Vol III (of three) COVERED S. TYPE OF REPORT A P91111O0 Final Technical Report FACTORS IN SOFTWARE QUALITY Aug 76 - Jul 77 - Preliminary Handbook on Software Quality for an Acquisition Manager 7 AUTHOR(s) I11 PERFOIRMIWGORO. REPORT NUMBER N/A I. CONTRACT 00 GRANT NUMBreR~) Jim A. McCall Paul K. Richards F30602-76-C-0417 10. Gene F. Walters 7. PERFORMING...
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...issues from a FASB perspective. We will discuss issues from the FASB’s conceptual framework, but also will try to think about others’ perspectives as well. Before we talk about the conceptual framework, we will discuss the structure of the ultimate product of the financial reporting process – the company’s annual report/10-K. What does it look like? What information is typically included? 1. Description of the company’s business and risk factors 2. Management’s Discussion and Analysis (MD&A) 3. Comparative Financial Statements (including notes to financial statements) 4. Independent Auditor’s Report on Financial Statements 5. Management’s Report on Financial Statements and Internal Controls 6. Auditor’s report on internal controls 7. Who develops financial reporting standards in the U.S.? That is, who influences Generally Accepted Accounting Principles (GAAP)? (1) Securities and Exchange Commission (2) AICPA (1938-1973) (3) FASB What constitutes GAAP? Generally accepted accounting principles have authoritative support. * Either a rule-making body has established a principle or, over time, a practice has been adopted as appropriate because of universal application. What are the sources of GAAP? The Codification simplifies GAAP and provides it all in one place. * Its purpose is to integrate and topically organize all relevant accounting pronouncements in a searchable database. EXCEPTION TO THE ABOVE RULE: Rules and interpretative...
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...belongs to suburb Newmarket. Although they are located in different suburbs, they are very close to each other, they are separated by Alderley Park. SA1 3112005 locates at the north of Alderley Park and SA1 3112704 is at the southeast side of Alderley Park. Consider these two SA1s are so close to each other and share the same park, I believe they will have similar housing characteristic and similar demographic pattern even they are in two different suburbs. Demographic comparison Characteristic | 3112005 | 3112704 | QLD | No. of persons counted | 420 | 577 | - | Median age | 35 | 31 | 36 | % born overseas | 20.1 | 28.4 | 26.3 | % English only at home | 90.2 | 82.7 | 84.8 | % aged under 15 | 24.3 | 9.4 | 20.2 | % Married# | 51.6 | 20.7 | 47.9 | % unemployed | 4.3 | 7.2 | 6.1 | % manager* | 19.6 | 6.9 | 12.0 | % professionals* | 37.6 | 31.5 | 18.9 | % technicians and trades* | 6.1 | 9.6 | 14.9 | % labourers* | 2.4 | 8.8 | 10.6 | *% calculate based on employed people aged 15 years and over #% calculate based on people aged 15 years and over Surprisingly, the demographic characteristic in SA1 3112005 and 3112704 are completely different from what I expect. SA1 3112005 is about twice size of 3112704 but with less people living in the area, 420 compare to 577, i.e. much lower population density and better environment. Consider that, people live in 3112005 is likely to be richer than 3112704. Area 3112005 have lower %born overseas and higher %English only...
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...Organizational Culture Characteristics 1. 2. 3. 4. 5. 6. 7. 8. Innovation and risk taking Attention to detail Outcome orientation People orientation Team orientation Aggressiveness Stability Agility eleventh edition organizational behavior stephenp. ro s bbin 2 Organizational Culture USA & China What Do Cultures Do? How Employees Learn Culture “Organizational behavior” “Organizational behavior” Eleventh Edition Eleventh Edition By Steve Robbins By Steve Robbins ISBN 0-13-191435-9 ISBN 0-13-191435-9 Reference Book Reference Book 2 CSE & Enterprise Systems Center Lehigh University Roger N. Nagel © 2006 What Is Organizational Culture? Organizational Culture A common perception held by the organization’s members; a system of shared meaning. Characteristics: Characteristics: 1. Innovation and risk 1. Innovation and risk taking taking 2. Attention to detail 2. Attention to detail 3. Outcome orientation 3. Outcome orientation 4. People orientation 4. People orientation 5. Team orientation 5. Team orientation 6. Aggressiveness 6. Aggressiveness 7. Stability 7. Stability 8. Agility 8. Agility Page 485 Page 485 3 CSE & Enterprise Systems Center Lehigh University Roger N. Nagel © 2006 Culture Characteristics A Closer look 1. Innovation and risk taking. The degree to which employees are encouraged to do both 2. Attention to detail. Degree to which employees are expected to exhibit precision, analysis, and attention to detail. 3. Outcome orientation...
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...www.ccsenet.org/ijps International Journal of Psychological Studies Vol. 2, No. 2; December 2010 Organizational Climate and its Effects on Organizational Variables: An Empirical Study Jianwei Zhang (Corresponding author) School of Management and Economics, Beijing Institute of Technology, Beijing 100081, China E-mail: jianweizhang@263.net Yuxin Liu Business School, University of International Business and Economics, Beijing 100029, China Abstract This study investigated the characteristics of organizational climate and its effects on organizational variables. Investigation of 419 participants including both managers and employees indicated as follows: educational level, position and length of time working for the current organization had significant main effects on organizational climate; specialty, enterprise character and enterprise size also had significant main effects on organizational climate; organizational climate had significant main effects on human resources management effectiveness such as turnover intention, job satisfaction and work efficacy; organizational climate also had significant main effects on organization effectiveness like staff members’ organization commitment and collective identity. Keywords: Organizational climate, Human resources management effectiveness, Organization effectiveness 1. Introduction Research on organizational climate can be traced back to the 1930s. With the human relations movement pioneered by Hawthorne, researchers...
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...CHAPTER 15 Job Design LEARNING OBJECTIVES When you have finished studying this chapter, you should be able to: 1. Describe and contrast the common approaches to job design. 2. Discuss the linkages between job design and technology. 3. Explain the job characteristics enrichment model and its relationship to work motivation. 4. Describe the sociotechnical systems model and its relationship to organizational effectiveness. Preview Case: Texas Nameplate Company COMMON JOB DESIGN APPROACHES Comparative Framework Job Rotation Job Engineering Job Enlargement Competency: Managing Change—Westinghouse Air Brake Job Enrichment Sociotechnical Systems Ergonomics Competency: Managing Diversity—Benteler Automotive Corporation JOB DESIGN AND TECHNOLOGY Role of Workflow Uncertainty Role of Task Uncertainty Combined Effects of Workflow and Task Uncertainty Role of Task Interdependence Competency: Managing Communication— David Berdish Fosters Dialogue Interrelationships among Job Design and Technology Concepts JOB CHARACTERISTICS ENRICHMENT MODEL Framework Job Characteristics Individual Differences Job Diagnosis Implementation Approaches Job Characteristics and Technology Social Information Processing SOCIOTECHNICAL SYSTEMS MODEL Competency: Managing Across Cultures—Job Design in the Malaysian Nursing Context Social Systems Technological Systems Moderators Core Concepts Implementation Issues Competency: Managing Teams—Consolidated Diesel’s Engine Plant CHAPTER SUMMARY Key Terms and...
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...Characteristics of a Knowledge- and Value-Centered Manager Cassandra M. K. HUM220 August 1, 2014 Melissa Ellison Characteristics of a Knowledge- and Value-Centered Manager 1. Control – Value Centered 2. Leadership – Knowledge Centered 3. Organization – Knowledge Centered 4. Persistence – Knowledge Centered 5. Efficiency – Knowledge Centered 6. Ability to motivate – Value Centered 7. Perspective that is positive – Value Centered 8. Trust – Value Centered 9. Respect – Value Centered 10. Positive attitude – Value Centered These characteristics listed above have the potential to aid in creating an effective manager and help add value to an organization. Having motivation and a positive attitude a manager is able to set an example and help motive his/her team successfully. Having both the motivation and a positive attitude a manager is then able to have the necessary control and leadership needed. When a manager has the control and leadership they are able to be persistent in in their work. With persistence a manager must be organized. A manager must have things planned out for different set of obstacles that could occur. With organization they can become efficient and team members will trust them. When a manager is efficient they are able to get things accomplished. In order to have complete trust a manager must have a positive perspective of the organization. This allows the manager to be more passionate in their help or work. With trust comes respect. If the...
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...described five functions of management as forecasting, planning, organizing, coordination, and commanding (Parker and Philip 2005). Leadership on the other hand focuses on ideas, influences others, values, authority, taking responsibility. Leadership has evolved from traditional trait leadership to modern multifaceted type leadership (Hellriegel and Slocum 2011). Hellriegel and Slocum (2011) believe that leadership is learnt and not taught. This study seeks to supplement the role of a manager with guidance in organizational behaviour. The framework of learnings and models identified in this document provides a manager with some of the tools that are needed for him to influence employees to achieve optimum performance and attain the organizational goals. The models are adapted from theory and research done by various scholars. The guidelines provided herein include: • Individual differences • Perception and attributions • Motivating employees • Learning productive behaviour. A manager must possess six competences to effectively apply the learnings and techniques in the workplace. These competences are self-competency, diversity, across cultures, communication, teams and change. Competences provide the foundation for an individual in the performance of his role in the organization (Hellriegel and Slocum 2011). 2.0 Individual differences Individual differences are the ways which makes each person differ from each other. Individual differences include the following...
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