Ever since Norwich-born John Taylor concluded that a mining concern should be managed and developed in a rational fashion with an eye on the long term,1 mine management has been transformed. This process started, roughly, in the latter part of the nineteenth century, and has progressed steadily. Until that time, the prevailing attitude among shareholders was to grab the maximum annual profit wi...

evaluating the impact of organizational factors andmanagement of deviant workplace behavior is an important issue. it helpsto explain the situation to senior managers in order to plan and makedecision to prevent or mitigate such a behavior. this study evaluates theimpact of organizational factors and management (unfair laws,organizational culture, compensation/ remuneration structure, negative ...

This paper explores the relationship between doctor managers and senior health service administrators (CEOs or General Managers) within the context of Australian health reform. Government funding for health services has become increasingly driven by government defined measurable performance targets and resources. These policy changes have implications for hospitals to be managed more cost effec...

BACKGROUND Several studies suggest the existence of an effective relationship between individuals'characteristics and important factors such as occupational and organizational performance, job satisfaction, organizational commitment, and etc. This study was designed based on the dimensions of personality (introversion /extroversion) of managers of Iran University of Medical Sciences at three le...

CEOs' perceptions of the environment and information processing shortcuts (or heuristics) they use to develop these are important organizations. We study whether organizational structure, an channel filter for flow in organizations, affects perception gaps pertaining competitive environment. Perception defined as systematic deviations subjective from conceptions based on objective data. Studyin...

In 2016 the Senior Managers and Certification Regime (SMCR) came into being. It sought to improve banking culture through attribution of responsibility individuals provide clarity on required conduct standards. marked a shift away from collective towards more individual accountability that had been so lacking following financial crisis 2007/08. Its scope is expansive, including not just board e...

Companies find it difficult to change strategy for many reasons, but one stands out: strategic thinking is not a core managerial competence at most companies. Executives hone their capabilities by tackling problems over and over again. Changing strategy, however, is not usually a task that they face repeatedly. Once companies have found a strategy that works, they want to use it, not change it....