Suchergebnisse

Over the last 30 years a number of commentators have observed that social work in Britain is in a condition of crisis (Lymbery, 2001; Clarke, 1993; Jones and Novak, 1993) and neo-liberal policies and managerialist practices are transforming social work (Harris, 2003). The negative impact has been well documented by those advocating radical responses to increased managerial control over the processes and outputs in social work (Jones, 2001, Rogowski, 2008, Ferguson and Woodward, 2009). Some blame managers for these transformations (Jones, 2001, Rogowski, 2008, Ferguson and Woodward, 2009) whilst the media, politicians and the public continue to blame social workers when things go wrong (Cohen, 2002) even if the tragedy was unavoidable (Mass-Lowt and Hothersall, 2010). However there is evidence that some managers and social workers are working collaboratively to resist managerialism (Evans, 2009) which supports those who argue that the transformation of social work is not yet complete (Kirkpatrick, 2006). This paper explores these contradictory viewpoints and finds evidence of a range of strategies and approaches that are being adopted by managers and social workers, including collaborative approaches which need to be better understood.

Do managers have the creative and innovative ability needed for their organisations to survive in an increasingly competitive environment? A study of 200 managers from eight companies gives an answer to this question. If intuition is an indication of creativity and innovation, we find that almost 25 per cent of all managers were primarily intuitive when solving problems and making decisions. The concept of intuition and other decision functions is based on Jung's typology. Is intuition in managers an important asset to their organisations? An investigation of problem‐solving and decision‐making styles of 33 managers related to organisational effectiveness throws some light on this question. What is called the "creative‐innovative" decision‐making style was found in 23 per cent of the managers. This article suggests that intuition as decision‐making style appears to be related to organisational effectiveness. Several managers are intuitive. Whether the intuitive managers are more effective than others remains to be seen.

We draw attention to two changes in management research over the past 25 years: more focus on the different contexts that constrain management action, and applications of management knowledge to non-business societal challenges. There has been much speculation but little comparative empirical research on how government quality affects what managers do. Building on theory and research from international business, organization theory and organizational behaviour we propose and test an account of the ways government capability affects organizational performance through its effects on managerial assumptions and actions. In a sample of managers working under four different governments, we find that the more capable the government the less managers depend on their personal relationships to get their work done, and these in turn mediate governments' effects on the managerial cultivation of relationships with government officials, their use of personal relationships for competitive business advantages, and their greater distrust, secrecy and withholding of information from business associates. The implications for cross-national management research and public policy for economic development are highlighted. © 2011 The Author(s). British Journal of Management © 2011 British Academy of Management.

AbstractResearch Question/IssueThis paper investigates whether and how millennial mutual fund managers differ from managers born in other generations in terms of environmental, social, and governance (ESG) orientation in portfolio choices and voting decisions.Research Findings/InsightsWe find that millennial mutual fund managers hold portfolios that are more ESG oriented than do managers from other generations, consistent with anecdotal evidence suggesting that millennials are more driven by purpose than profits. Our findings suggest that the observed relationship is stronger when managers have more discretion over portfolio choices, that is, in active funds and funds with lower flow‐performance sensitivity. Furthermore, we find that millennial managers respond more strongly to social movements by reallocating assets into more socially conscious firms. We also find that millennial managers are more supportive of environmental proposals when their outcome is contested.Theoretical/Academic ImplicationsOur paper shows how cultural, political, and economic events, including social movements experienced by people of the same age cohort, shape preferences and beliefs and result in different investment strategies and voting among mutual fund managers. We also show how institutional constraints might limit managers' ability to impose their own preferences when investing or voting their shares.Practitioner/Policy ImplicationsMillennials are increasingly replacing older generations in managerial roles and investing in the stock market due to wealth transfers from their parents. This study offers insights to policymakers and investors interested in understanding the drivers of ESG investment.

Bank Managers