Idea of public value as a way of understanding government activity, informing policy-making and improving service delivery - response to concerns about 'new public management' (NPM) - review of NPM ...contrasted with a public value paradigm - implications for public sector management and public sector managers.
As an emerging economy, Vietnam has experienced many changes at both macroeconomic and enterprise levels since the economic renovation, namely Doi moi started in the middle of 1980s. One of the key ...areas of change is in the practices of human resource management (HRM) which could bring competitiveness to enterprises. However, how far such change has gone is not clear. Given the diversity of enterprises operating in Vietnam, we explore several key questions based on the survey results of 1282 managers working in different organisations in Vietnam. The theoretical and empirical implications are presented at the end of the paper.
Aim The present study addresses the importance of the manager's role in the development and maintenance of organizational culture. It describes the types of cultures that exist and manager ...characteristics that are essential to facilitating a healthy workplace.
Background While many managers do not deny the importance of organizational culture in employee satisfaction, few fail to realize the direct impact they have in shaping it. It is oftentimes believed that cultures are predetermined; however, this is a false assumption. It is crucial that managers at all levels are aware of their roles and responsibilities in upholding positive workplace environments that can increase employee satisfaction. Dissatisfaction is the major cause of turnover and can have detrimental cost and environmental effects on the agency.
Evaluation Four critical components of culture (i.e. trust and trustworthiness, empowerment and delegation, consistency and mentorship) are discussed, as is the role of managers in turning these into positive cultural traits. The viewpoints of several authors, such as Stephen Covey, Mark McCormack and Charles Handy, are explored in relation to the development of organizational culture. Additional theories – Kanter's ‘Theory of Organizational Empowerment’, Locke's ‘Goal‐setting Theory’ and the ‘Social Exchange Theory’– supplement these viewpoints.
Conclusions Managers are always under the magnifying glass, with each action carefully scrutinized by subordinates. They must exercise caution when making decisions, ensuring that fairness and equitability exists among staff, and that ethical standards are upheld on a continual basis. The four cultural components, viewed as managerial traits of trust and trustworthiness, empowerment, consistency and mentorship coexist at all times regardless of the type of culture. Managers must put support systems and other mechanisms into place that allow employees the opportunity to empower themselves and to flourish, thus increasing their own effectiveness as well as that of the organization.
This study identifies the most essential skills and roles of senior-level health care managers. The study first reviews the literature to describe major forces in the healthcare environment that ...impact management and then discusses the skills and roles of managers. From this, a descriptive list of skills and roles is created. Ten senior-level managers were interviewed to reveal six roles and associated skills necessary for managing in the current health care environment.
This article addresses survival strategies of academic health centers (AHCs) in responding to market pressures and government reforms. Using six case studies of AHCs, the study links strategic ...changes in structure and management to managerial role performance. Utilizing Mintzberg's classification of work roles, the roles of liaison, monitor, entrepreneur, and resource allocator were found to be used by top-level managers as they implement strategies to enhance the viability of their AHCs. Based on these new roles, the study recommends improving management practices through education and training as well as changing organizational culture to support management decision making and foster the continued growth of managers and their AHCs.
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