Citations with the tag: EXECUTIVES -- Attitudes
Results 1 - 50
- Can't get much satisfaction.
// People Management; 02/05/98, Vol. 4 Issue 3, p9Cites a study into the attitudes of managers to working life, conducted by researchers Linda Holbeche and Caroline Glynn at Roffey Park Management Institute.
- Being treated like a veep.
Grindlay, Andrew // Business Quarterly; Spring95, Vol. 59 Issue 3, p7Presents steps one can take that might increase the chance of being treated like a vice president and perhaps even becoming one. Includes dressing like a vice president; Talking like a vice president; Writing like a vice president; Being polite at all times.
- Heat things up by abandoning tepid attitudes.
Peters, Tom // Crain's Cleveland Business; 4/11/94, Vol. 15 Issue 15, Crain's Small Business pS-5Offers advice concerning the attitudes of executives and business leaders. Avoiding tepid attitudes.
- The strangest boss I ever had.
Symchak, Richard // Inside Tucson Business; 06/29/98, Vol. 8 Issue 14, p4Editorial. Focuses on the attitude of the author's boss. Analysis of the boss' character; Discussion of the boss' strange habits; Importance of privacy in the boss' life; Marriage of the boss to the secretary from the neighboring office.
- The adventures of `Lookin' Good' Lewis.
Mariotti, John // Industry Week/IW; 11/17/97, Vol. 246 Issue 21, p100Reveals how an unprincipled manager could cause trouble in an organization. Characteristic of being superficially pleasant to everyone; Attitude of blaming others to protect one's image.
- Leadership in Western and Asian countries: Commonalities and differences in effective leadership...
Dorfman, Peter W.; Howell, Jon P. // Leadership Quarterly; Fall97, Vol. 8 Issue 3, p233Presents a study which tested the hypothesis that addresses the leadership behavior and processes for managers and professional workers in North America and Asian countries. Reference to the House's Path-Goal Theory and Yukl's Multiple Linkage Model; Identification of the Asian countries...
- Leadership perceptions in cross-cultural context: Pakeha and Pacific Islanders in New Zealand.
Chong, Lee Moya Ah; Thomas, David C. // Leadership Quarterly; Fall97, Vol. 8 Issue 3, p275Presents a study which examined ethnic groups perceptions of the leadership style of leaders who were culturally similar or different to themselves in four organizations in New Zealand. Methodology employed in the study; Details on a field study of Pakeha and Pacific Island employees; Factors...
- Don't grow attached to your new managers.
Romano, Catherine // Management Review; May94, Vol. 83 Issue 5, p8Reports on the study published in the `Academy of Management Journal' showing that young managers grow less committed to their companies after two years. Survey of 96 young managers after they received their master of business administration degrees and then two years later; Reasons for young...
- Fee concerns divide managers, sponsors.
Levine, Phil // Pensions & Investments; 09/15/97, Vol. 25 Issue 19, p4Highlights a survey conducted by Callan Associates in San Francisco California which indicates that each side often views the same financial world from very different perspectives. Reference to pension executives perceiving the investment firms' pre-tax profit margins to be higher than that...
- Are your managers becoming irreplaceable?
Levine, Phil // PHC Profit Report; 1/1/96, Vol. 4 Issue 1, p4Presents warning signs that may be helpful in identifying potential managerial problems. Hoarding of information; Refusal to delegate responsibility to other employees; Behavior problems; Relationship with other employees.
- Bosses from hell.
Dixit, Jay; Doskoch, Peter // Psychology Today; Sep/Oct96, Vol. 29 Issue 5, p24Reports on the proliferation of bad bosses in the workplace. Opinion of management guru Jim Miller in his book `Best Boss, Worst Boss'; Eavesdropping on office gossip; Prevention of employees from calling 911 when an accident happens in the workplace; Imposition of time limits on employee visits...
- Five mental mistakes managers make--but fail to catch.
Boyd, Fawn; Zachry, Delise // Supervision; Jul96, Vol. 57 Issue 7, p14Reports on five mental mistakes that managers make but fail to recognize. Includes confusing mechanism with intention; Seeing internal customer service as an intention; Expecting loyalty from employees; Making decisions based on scarcity; Viewing own job as coach and boss and not as designer.
- Do you know what's what?
Wilkinson, Roderick // Supervision; Aug91, Vol. 52 Issue 8, p3Opinion. Presents the author's view that `small company' attitude is necessary in large corporations. Reason why there is so much intrigue and backbiting and politics in large corporations; How executives, managers and supervisors in big companies can be successful; Proper tone and style in...
- The good boss.
Lapinsky, Judith // Supervision; Oct91, Vol. 52 Issue 10, p9Discusses how one can become a good boss. Guidelines which every boss should adopt to get the best out of his/her employees; Other information.
- Ethical executives emotionally healthier.
Lapinsky, Judith // Supervision; Jan92, Vol. 53 Issue 1, p7Presents a study conducted by London House/SRA psychologist on ethical executives. What the study revealed; Goals of the study.
- Money-saving ideas for the profit-minded supervisor.
Mintcloud, Buckley // Supervision; Aug92, Vol. 53 Issue 8, p22Discusses the ways of manager in doing his responsibilities for the benefits of his company. Saving programs of a manager in different departments of his company; Others tips in saving the benefits of the companies.
- Problem employee or problem manager?
Mintcloud, Buckley // Supervisory Management; May95, Vol. 40 Issue 5, p2Discusses the possible problem areas of a manager that affect staff members. Style; Ego; Personal bias.
- Are you a `growth leader'?
Mintcloud, Buckley // Supervisory Management; Nov95, Vol. 40 Issue 11, p11Comments on `growth leaders,' a phrase discussed by the vice-president of a consulting firm to describe the type of manager who would maximize a company's opportunities for growth by realigning his or her operation to support a customer-focused strategy. Long-term focus; The importance of...
- Stand-out CEO.
Mintcloud, Buckley // Trustee; Nov/Dec95, Vol. 48 Issue 10, p3Discusses the qualities of a outstanding corporate executives. Data taken from a survey conducted by London House; Qualities including responsibility, creativity, and insight.
- Nine questions determine if you are a `quality' boss.
Lindo, David K. // Air Conditioning Heating & Refrigeration News; 2/19/96, Vol. 197 Issue 8, p94Presents nine traits of a `quality' boss and discusses boss-employee relations. Correlation between an executive's work attitude and workers and co-workers' performance; Need for employees' to know their job evaluations.
- Unsucessful executives in automotive manufacturing.
Imberman, Woodruff // Business Horizons; Mar/Apr97, Vol. 40 Issue 2, p2Focuses on unsuccessful executives that exists in automotive industries. Four characteristics of unsuccessful executives; Examples presented on disregarding subordinates; The general functions that executives must carry; The Peter Principle; The unsuccessful executives' fears; More.
- Ask the professor.
Adams, Bill // Public Relations Tactics; Dec94, Vol. 1 Issue 6, p2Answer questions from readers on corporate practices in the United States. Question on what to do the chief executive officer flares up when an inaccuracy appears in the press about the organization; Advise on what to do when a boss requires a work against one's personal beliefs.
- Wizened and wiser.
Lewis, Richard D. // Management Today; May96, p100Focuses on the business attitude which prevails throughout most of Asia that important decisions should be left to the mature and experienced. Dependence of promotion and advancement in Japan almost entirely on age and seniority; Exaggerated respect for age as stemming from the principles of...
- Workaholism spreads.
Mills, Kathy J. // International Business: Strategies for the Global Marketplace; Jul/Aug96, Vol. 9 Issue 7, p6Reports on some of the results of Korn/Ferry International's `Human Resource Trends in Central and Eastern Europe' report. Growing workaholism among Central European managers; Number of work hours per week for managers in eastern European countries; Low absenteeism.
- How well do you lead your team? Five destructive behaviors.
Harrington-Mackin, Deborah // Getting Results...For the Hands-on Manager: Plant Edition; May96, Vol. 41 Issue 5, p3Presents a list of destructive behaviors for managers. Includes arguing with team members; Manipulating and controlling discussions; Neglecting the needs of team members.
- Your personality/time management strengths.
Douglass, Merill E.; Douglass, Donna N. // Getting Results...For the Hands-on Manager: Plant Edition; Oct96, Vol. 41 Issue 10, Supplement to Getting... p2Cites some of the personality and management strengths of different types of managers. Good leadership ability of time masters; Organizational strength of time tenders; Relaxed approach of time tarriers; Good sense of humor of time teasers.
- ATTITUDE IS EVERYTHING: MANAGEMENT'S KEY TO SUCCESS.
Holt, W. Seymour // Saturday Evening Post; Nov/Dec96, Vol. 268 Issue 6, p44Focuses on the manager's attitude as key to successful management. Impact of humor on employees; Accentuating of the positive; Tiers of performance in organizations; Need for managers to know individual differences.
- A PSYCHOLOGICAL STUDY OF THE ATTITUDES OF FRENCH MANAGERS .
Holt, W. Seymour // International Studies of Management & Organization; Fall78, Vol. 8 Issue 3, p22Presents an excerpt from the book, "Etude Psychologique sur les Attitudes des Cadres Fran�ais" published in 1971.
- A change of heart.
Sime, Donald R. // Business Forum; Summer92, Vol. 17 Issue 3, p31Asserts the importance of a manager's attitude on the success of a company. Factors that influence the need for a change of attitude on the part of managers; Change in personnel; Training managers on attitude development.
- Honest profits.
Andelman, David A. // Management Review; Jan97, Vol. 86 Issue 1, p30Reports on the fines and assessments meted on corporate executives for not being straightforward as estimated by Arthur Andersen's accounting firm through its Ethics Vulnerability Index. Clinton Administration's Reinventing Government (RIGO) initiative for businesses; Information-provider...
- Corporate non sequiturs.
Peak, Martha H. // Management Review; Oct97, Vol. 86 Issue 9, p1Editorial. Comments on the manager's attitude on focusing too much on problems that cannot be done that there's no more time left to do it. Editor's experience of the behavior while in a swing shop in Louisiana; List of editor's favorite corporate non sequiturs.
- Concentration.
Pollock, Ted // Electric Light & Power; Mar1994, Vol. 72 Issue 3, p57Offers advice on proper job concentration attitudes of executives.
- Employee issues rank below other business priorities.
Pollock, Ted // Fairfield County Business Journal; 5/22/95, Vol. 34 Issue 21, p18No abstract available.
- Single-mindedness may be a virtue.
Pollock, Ted // USA Today Magazine; Aug97, Vol. 126 Issue 2627, p11Reports on a study which found that narrow-minded executives may be more successful, then open-minded executives, because of their ability to formulate and carry out a focused strategy. How this is important then simply adapting to market trends; Examples of companies which shaped the market...
- Executives worry about retention.
Martinez, Michelle Neely // HRMagazine; Feb95, Vol. 40 Issue 2, p18Reports that employee retention is the main concern of executives in the United States according to a survey by Newstrack Executive Tape Service. Reaction by employment analysts on priority given by executives to employees; Implications on business practices.
- Training the boss.
McShulskis, Elaine // HRMagazine; Jul96, Vol. 41 Issue 7, p20Reports on the services provided by personal trainers to executives who have interpersonal problems. Rehabilitation of unpleasant executives and managers; Use of tactics such as shadowing executives throughout their day; Comments from a personal trainer.
- A blinding glimpse of the obvious goes unseen.
Balash, Jeffrey // Educom Review; Mar/Apr96, Vol. 31 Issue 2, p36Analyzes why managers ignore and shy away from technological change. Power given by communication and information technologies in terms of improving the performance of organizations; Myth about senior managers' involvement in technology; How managers can encourage their colleagues to become...
- Using your defects to best effect.
Hunt, John // Director (00123242); Feb96, Vol. 49 Issue 7, p81Discusses how managers can use their flaw to humanize themselves and show their fallibility. Measures of leadership competencies that correlate with high-performance firms; Features that differentiates leaders from managers; Leaders' assessment of the impact of their behavior has in different...
- Mirror images.
Day Jr., Charles R. // Industry Week/IW; 3/21/94, Vol. 243 Issue 6, p7Discusses how European managers cope with the uncertainty in the business climate in Europe. Attitude toward globalization; Dealing with political instability and economic uncertainty; Efforts to change industrial organization's culture; Attitude towards success.
- Unhygienic thinkers.
Day Jr., Charles R. // Australian Personal Computer; Sep95, Vol. 16 Issue 9, p297Reports on the findings of Dell research laboratory's survey on the work attitude of executives.
- Time to play `business believe it or not'.
Dolliver, Mark // Adweek Western Edition; 3/11/96, Vol. 46 Issue 11, p22Reports on the study conducted by Roper Starch Worldwide for New York-based Siegel and Gale focusing on business executives' rating of sources for assessment of companies' actions. Trade journals as most trustworthy in terms of media coverage of corporations; Most credible executives.
- A good manager creates a strategy, then communicates it clearly.
Bird, Anat // American Banker; 9/4/1996, Vol. 161 Issue 169, p7Discusses the traits of a good manager. Type of leadership in a bank setting.
- Bulletin board.
Seglin, Jeffrey L.; Macht, Joshua D. // Inc.; 1994 Inc. Technology, Vol. 16 Issue 13, p18Presents several chief executive officer's (CEO) views on technology today and other topics surrounding technology. Jerry Greenfield of Ben & Jerry's Homemade; How Microsoft and WordPerfect captured the family sale and Lotus appears to have gone astray; How many organizations will have their...
- How to make new staff members feel part of your organisation.
Seglin, Jeffrey L.; Macht, Joshua D. // Management; Apr97, Vol. 44 Issue 3, p16Presents tips for managers on how to make new staff members feel part of the organization. Strategies for initial company integration. INSET: Lead by example..
- A rat's tale.
Bing, Stanley // Esquire; Sep94, Vol. 122 Issue 3, p100Discusses various hypocrites in the corporate world. Importance of trust; Story of a vice president of information management; Schmendrick Morgenstern; Extermination process.
- Filling the potholes on the highway to business success.
Clark, Scott // Long Island Business News (7/1993 to 5/2009); 08/17/98, Vol. 45 Issue 33, p3CDiscusses several bad business attitudes practiced by senior executives in the United States. Includes taking of big risks on new products or services; Worrying of the impact of government regulations on the business; Wasting of time in seeking feedback from customers.
- Global trotting in the information age.
E.D. // Management Review; Apr95, Vol. 84 Issue 4, p17Reports that globalization is the uppermost concern in the minds of many American top executives. Key finding of a survey by the American Management Association (AMA) of business executives' attitudes; Other challenges facing business firms; Technology as second-place concern.
- Tackling toxic bosses.
E.D. // NZ Business; Sep96, Vol. 10 Issue 8, p8Describes a new breed of bosses called toxic executives who are wreaking havoc in the workplace. Common behaviors of toxic executives; Strategies to defend oneself against the overbearing executive.
- Working with senior management in a crisis.
Cooper, Martin M. // Public Relations Tactics; Mar97, Vol. 4 Issue 3, p12Advises public relations professionals on how to understand manager-clients by illustrating several management styles. Consensus-seeker; Know-it-all; Instantaneous decision-maker; Recluse; Passive manager; Playing a team game; Leading the team.
- Managers slow to share power.
Leonard, Bill // HR Magazine; Nov95, Vol. 40 Issue 11, p4Reports that managers are slow to share power with their employees, according to a study conducted by the University of Southern California Center for Effective Organizations. Results.
