3. Electronic Theses and Dissertations (ETDs) - All submissions
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Item Identifying leadership competence(1991) Charlton, Guy D.A survey of the literature indicates that leadership is the axiom behind a successful nation, business and organisation. However findings emerging from widespread research demonstrate a lack of agreement on the nature of leadership activity. This study adopts a competence approach toward identifying what excellent leaders do. Abbreviated Abstract. Open document to view full version]Item Processes used by managers to acquire skills, knowledge and attitudes(1999) Butcher, Carol AnneThis research report investigates the processes used by middle managers to acquire skills, knowledge and attitudes. An understanding of the processes that best develops each of these is important since each has an impact on managerial effectiveness. The literature review revealed that very little research has been undertaken to discover how middle managers acquire these necessary abilities to become effective managers. The research methodology comprised the self-completion of questionnaires. The sample consisted of 111 respondents, all of whom had at least two years experience in middle management. The. respondents were all students currently studying at the Wits Business School. Respondents rated various training techniques and learning styles and indicated whether each best developed skills, knowledge or attitudes. Quantitative data analysis such as two variable chi square tests, frequency distributions, means, and modes were used. The results revealed that skills, knowledge and attitudes are acquired differently. Furthermore, the research revealed that sector and gender did not influence the learning methods. A list of best practices for the development of skills, knowledge and attitudes was developed.Item Trust in the manager - subordinate relationship(2016-08-05) Blackburn, Debora AnnTrust is considered by some managementE!:xperts to be a -":'1 'ii critical element· in organisational ;relat,iori!ships. This factor is especially important in South A~rica where organisational rela·tionships are often mistrust * There has ,.;~~~(ill~;lelirtytle empirical rese\t~=Chcord'ired ~~ this topic. /[lhe literature reviewed p1\\pposed'!th) flt the '0 'v. ? ~\\ managerial benaviours .and a;ttitudes that. b~.ild subdic~tinate II. ,!': \ __ _ _,', _\'" _ _ __ -. ·'~\.F ,.',.: t,rus.t are those that relate 't\') the. managers.' ownleyt~l"of •.•. I' ~\ integri ty. 'l'he~e was almost no l~t~~rature ~railable '\hat }\ • . l' Ii,. ~ examinedthe .behaviours and attitu:~e, tihat; destroy trl.l~~. .. II·· 1 Ii -. The aim of the st.udy , t}'lerefore, ~~s to develop guidelines for managex:sby explo:ring the element of trust in the :-~\~" ma,nager-subordinate relationship •. It endeavoured to ident.ify Which managerial behaviours and att.itudes build \'.. t:, ,_~.) and which ones destroy subordinate trttst. It also distingu.ished differences in ,the perception and experience of subordinate 'trust between four identified jc;-h grade levels and three Sites. The ::esearch was conducted within three diverse manUfacturing sites of one company. The dana,was collected by means of the NominalGroupTechnique, which elicited a .. \~ broad set:. of v\?-e,'lS f~om employees within ~, disciplined '\1\ \J :'_;,\~ '. \'~ ;; , ~\" -, n \' /. ,_," . ,\ \i r: \i The" +e'search ~in~.fl!gs differed significantly from the \ Hte),,,ture reV:L!"i.\ The ll\anageria~ "peha,fiours th"t b~Ud \ sUbor<:\inate tru~t ",,",'those t)¥l.tJJempower the ,subordinate to ~.\ develop a.nCt grow. as ,~fell .,as reduce their dependency upon;;,\ _~" lj ')' ' \~" , ,,'\, (j t toanagers. i' WhereasI \'the :manage:es'·OlM lack of personal \ ,~il1tegl;'ity destroys sU~!.)ordinatet:rust.. Thus, managemenil •r\'1\tYle .. 'has .more. 0impa,c.~•o~~ destroying S.Ubordina~e trust than I\W. has on bUilcling',;it\:e,n WaS i~"ntU~ed that, tp,st ·1 \P~.ildin9 and :trust d~S.'·.tr~.;_ ..ng behaViou~sf. are not. rJ..arised. \ ~\\. .' '5; " t\ ',".... '\. .> \ \ " f! \ .' '\ ' \ ~.\ '\1 ',' . \\ . •r. ..~.I'. \, '\., • ' , ;i A\"raralJ_<\l'. be~we"n trus~\ buHd!.ng \~d';oUv~tion was ,'i id\~~tified., in th~t both ~f~)rOaCheSqsat\;Lsfy suborclinates t " \1 ne~p:s.. Tru7t IN'as\~iscovel1e~ ,to )lave a r~\c;:iprocq;.l i'lspe,ct t'b 1/1 :Lt.'\ ~rti's" cit" b~ bllilt \!\,:.~OU,g-che:rtao~n.'~t.ru~~ bU. il.d.tng 'I' \,." \\ !\ " \\ ~': ", " !. ,:\ '\ P'i] J.p .••e. h~~:iours.l ho'(Vevet;"the~e ~.;•lrlaviou:cs Wi~~ ,~o:wbJ: ef:Ee¢.clve \" \\ . \ \: II ...• i " III Mt"'!l" tru$t i~,,\ al'\7,:aclYp,;"'ie~t in the r!l>lationsl)j,'_', . " JI c IThe scope (If th~~stttdy t'las J~~ploratO:CYtand 'as such II ,// opened up many areas for fur:ther research. ili. 11i\ structure~ , \) nas o c o " ;_,)