ABSTRACT
I investigate whether individual managers have an incremental effect on firms' accounting quality (AQ) after controlling for known determinants of AQ, time fixed effects, and firm fixed ...effects. To identify the manager-specific effect on firm AQ, I construct a dataset that tracks the movement of 907 managers across firms over the period 1992–2014. Results indicate that individual manager fixed effects explain a statistically and economically significant proportion of the cross-sectional variation in AQ, which is comparable to that of firm fixed effects. Variation in managerial attributes that impact AQ is applied consistently as firms switch manager-type. Using a setting of exogenous CEO turnover, I find managerial idiosyncrasies impact AQ and are not merely a reflection of firms actively choosing managers with a desired combination of managerial attributes that, in turn, impact the variability of accruals. Overall, my study underscores the importance of individual managers in the determination of AQ.
Data Availability: Data used in this study are publicly available from sources identified in the text.
Aims and objectives
To appraise and synthesise empirical studies examining sources of occupational stress and ways of coping utilised by nurse managers when dealing with stress.
Background
The Nurse ...Manager's role is challenging yet draining and stressful and has adverse consequences on an individual's overall health and well‐being, patients’ outcomes and organisational productivity. Considerable research has been carried out; however, an updated and broader perspective on this critical organisational issue has not been performed.
Design
An integrative review.
Methods
Five databases (Cumulative Index to Nursing and Allied Health Literature, SCOPUS, PubMed, PsychINFO and MEDLINE) were searched to identify relevant articles. Search terms and MeSH terms included: “charge nurse,” “coping,” “coping strategy,” “coping style,” “psychological adaptation,” “psychological stress,” “stressors,” “nurse manager” and “unit manager.” Twenty‐two articles were included in this review. Reporting followed the Preferred Reporting Items for Systematic Reviews and Meta‐Analyses statement guidelines.
Results
Four themes were identified: moderate stress levels, common sources of stress, ways of coping and the impact of nurses’ characteristics on stress.
Conclusions
Nurse managers experienced moderate levels of stress mainly from heavy workloads, lack of resources and financial responsibilities. Enhancing social support and promoting job control were seen as important in reducing work stress and its related consequences. Additional studies using a more rigorous method and a larger sample size preferably in multicultural settings would shed more light on this topic.
Relevance to clinical practice
Hospital and nurse administrators play an important role in promoting supportive structures for daily professional practice for nurse managers through staffing, organisational resources, support services, leadership and stress management training.
Digitalisation in Ukraine and the world changes products, services, and business processes, affecting the number and quality of jobs due to the need for digital skills. Employers are requiring new ...skills from candidates in job profiles for existing managerial positions. The purpose of this study was to investigate the impact of soft skills, hard skills, and digital skills on managers in the era of digitalisation based on the analysis of business requirements. The following methods were used: theoretical generalisation and comparison (disclosure of the content of each group of skills), analysis (skills most frequently and most demanded by employers), statistical method (summary and grouping of data collected from the job search portal), synthesis (combination of different types of information), and concretisation (identification of problems in the legislative and regulatory framework of Ukraine). The study established the ratio of skill groups in the analysed positions: sales manager, HR manager, and logistics manager mainly need the following skill groups: soft and hard, but to varying degrees. Soft skills are essential for the positions of sales manager and HR manager, while hard skills prevail for the position of logistics manager. Only project managers need hard skills and digital skills because of their specificity. To provide a better understanding and visualisation of complex information about competencies or skill levels, the authors first introduced a “three-zone competency stoplight” and a colour matrix of the result of soft, hard, and digital skills requirements of employers by position. Three skills groups are proposed to be represented in different colours: orange (soft), pink (hard), and green (digital), which will allow businesses to use this visualisation to see the zones that correspond to their job offers and understand what skills they will require from candidates for the relevant position and to what extent. The practical significance of the study is the possibility of using its results in the development of educational programmes for planning the development of necessary disciplines
Taking a managerial position involves not only taking on managerial tasks and responsibilities but also developing an identity as manager. Recent work on manager learning thus proposes that identity ...work is a significant part of learning to become manager. This work has, however, rarely focused on first-time managers and, despite the emphasis on process, has rarely examined identity work over time. Against this background, we present a longitudinal study of six newly appointed managers. Adopting a Ricoeurian perspective, we construct “small stories” to explore how they made sense of themselves and how to relate to others in light of new experiences in their everyday lives as nascent managers. The study provides insight into the process through which they were learning to become managers. Specifically, it highlights how the manager’s identity work oscillated over time by pointing to the ongoing dialectic between continuity and change, progress and stand-still, knowing and not-knowing, and excitement and despair.
Nurse leaders face immense organizational pressures exacerbating their distress, which has not been prioritized as much as frontline nurses. This review synthesized the literature to examine ...theoretical models, measures, contributing factors, outcomes, and coping strategies related to moral distress in nurse leaders. PubMed, Embase, CINAHL, and PsycINFO were searched, and 15 articles - two quantitative and 13 qualitative studies were extracted. The scoping review identified one study using a theoretical model and two measures - the ethical dilemmas questionnaire and the Brazilian moral distress scale. Contributing factors of moral distress include internal and organizational constraints, increased workload, and lack of support impacting physical and emotional well-being and intention to quit. This review did not yield any intervention studies emphasizing the need for research to identify specific predictors of moral distress and examine their relationship to nurse leader retention, so organizations can explore targeted interventions to promote coping and mitigate distress.
•Moral distress is negative self-directed emotions resulting from being constrained in taking the right moral action.•The complex healthcare environment contributes to overwhelming job demands exacerbating the moral distress in nurse leaders.•Irrespective of leadership positions, moral distress affects one’s physical, emotional, and professional well-being and increases the intention to quit.•Policies guiding recognition of moral distress in nurse leaders are crucial to promote workforce retention.•Organizational efforts with targeted interventions are imperative to address moral distress in nurse leaders.
Expanding the project management application scope in different sectors of economy and social life spheres stimulates the search and use of project success new factors. Researchers and practitioners ...note that the personality of a project manager’s personality is a significant factor affecting the project management effectiveness. At the same time, the scientific literature has not developed a coherent picture explaining the elements and role of a project manager’s personality. In search of an answer to this question, the study, built as a scientific literature systematic analysis, reveals that a project manager’s personality manifests itself as a set of personal competencies. Among the most significant personality competencies, experts include result-orientedness, optimism, honesty, adaptability, creativity, and intuition. Project manager’s personal competencies act as the core of the project management competency model and significantly affect professional technical competencies, primarily leadership, communication, and emotional intelligence. The novelty of the results obtained lies in the streamlining and deepening of theoretical ideas about a project manager’s personality and its role in the project management competencies formation. The study results are recommended to be used in training programs development for project managers and personnel selection.
Nowadays, Network Function Virtualization (NFV) is a growing and powerful technology in the research community and IT world. Traditional computer networks consist of hardware appliances such as ...firewalls and load balancers, called middleboxes. The implementation of these hardware devices is a difficult task due to their proprietary nature. NFV proposes an alternative way to design and deploy network functions called Virtual Network Functions (VNFs) on top of the commercial hardware by leveraging virtualization technology. NFV offers many advantages such as flexibility, agility, reduced capital and operational expenditure over the traditional network architecture. With the emergence of VNF, NFV needs to add new features regarding life-cycle management and end-to-end orchestration of VNFs. To fulfill this demand, NFV introduced the NFV-MANO framework for the management and orchestration of VNFs and provide network services to users. The NFV-MANO consists of NFV Orchestrator (NFVO), VNF Manager (VNFM), and Virtualized Infrastructure Manager (VIM). This paper provides a comprehensive overview of Virtualized Infrastructure Managers with NFV orchestration and VNF Management for implementing Service Function Chain (SFC) in NFV architecture. Further, this study critically analyzes relevant research articles and proposes a taxonomy to select an appropriate VIM based on Emulation, Virtualization, Containerization, and Hybrid environment for reliable SFC provisioning. Finally, various use cases have been identified for selecting particular VIM according to the requirements of the application.
•Analyzed and highlighted existing Virtualized Infrastructure Managers (VIMs) with NFV Orchestration (NFVO) and VNF Management (VNFM) operations.•Characterized existing VIMs based on Emulation, Virtualization, and Containerization technology to select an appropriate VIM for reliable SFC provisioning. Moreover, Identified different open-source MANO solutions.•Proposed a layered taxonomy to characterize the SFC provisioning solutions and highlighted use-cases for the selection of particular VIM.•Identified different future state-of-the-art applications based on SDN/NFV implementation.•Identified open research challenges that provide ample space for improvement.
•First study to explore bad managers in the hospitality industry.•Identified six themes related to the characteristics of bad managers in the hospitality industry.•Identified four themes related to ...the root causes of the development of bad managers.•A linkage between root causes and bad manager characteristics was developed.•Study results suggest key similarities and differences to general management literature.
This study aimed to explore the perceived characteristics of “bad” managers working within the hospitality industry. By employing a grounded theory approach, 72 hospitality employees were interviewed and asked to describe the attributes and behaviors of a current or past bad manager. In addition, the respondents were asked about the root cause/s of the undesirable qualities described in the study. The research findings identified six themes relating to the attributes of bad managers: unprofessional, autocratic management style, poor leadership skills, unethical, poor operational and technical skills, and poor decision and delegation skills. In addition, perceptions of the root causes of bad managers were categorized into four themes: company culture and structure, personal characteristics, unqualified, and tenure and comfort zone. This is one of the first studies in the hospitality field to address bad managers’ attributes and why and how managers became bad managers. Specific theoretical and practical implication are provided.
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