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The relationship of managerial behav...

Kim, Helen.

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The relationship of managerial behavior, level of management, and managerial effectiveness and advancement.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	The relationship of managerial behavior, level of management, and managerial effectiveness and advancement./
作者:	Kim, Helen.
面頁冊數:	116 p.
附註:	Source: Dissertation Abstracts International, Volume: 54-07, Section: A, page: 2647.
Contained By:	Dissertation Abstracts International54-07A.
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9333225

The relationship of managerial behavior, level of management, and managerial effectiveness and advancement.
Kim, Helen.

The relationship of managerial behavior, level of management, and managerial effectiveness and advancement. - 116 p.

Source: Dissertation Abstracts International, Volume: 54-07, Section: A, page: 2647.

Thesis (Ph.D.)--State University of New York at Albany, 1993.

The present study attempted to examine (a) the influence of organizational level on managerial behaviors; (b) the relationship of behaviors to effectiveness and advancement; and (c) the accuracy of self-reported behavior ratings. The behaviors were measured using the Managerial Practices Survey (MPS). This questionnaire, which contains 14 behavior scales, was filled out by the focal managers as well as by their subordinates.Subjects--Topical Terms:

626628
Business Administration, Management.

The relationship of managerial behavior, level of management, and managerial effectiveness and advancement.
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100 1 $a Kim, Helen. $3 677331
245 1 4 $a The relationship of managerial behavior, level of management, and managerial effectiveness and advancement.
300 $a 116 p.
500 $a Source: Dissertation Abstracts International, Volume: 54-07, Section: A, page: 2647.
500 $a Adviser: Gary A. Yukl.
502 $a Thesis (Ph.D.)--State University of New York at Albany, 1993.
520 $a The present study attempted to examine (a) the influence of organizational level on managerial behaviors; (b) the relationship of behaviors to effectiveness and advancement; and (c) the accuracy of self-reported behavior ratings. The behaviors were measured using the Managerial Practices Survey (MPS). This questionnaire, which contains 14 behavior scales, was filled out by the focal managers as well as by their subordinates.
520 $a The results indicated that organizational level influences managerial behavior. Specifically, the following behaviors were found to be more important or occur more at higher levels than at lower levels: planning, problem solving, conflict management, delegating, motivating, rewarding, consulting, networking, and developing. Organizational level was found to be unrelated to the perceived importance or the frequency/magnitude of the following behaviors: informing, monitoring, clarifying, recognizing, and supporting.
520 $a The behaviors were significantly correlated with both effectiveness and advancement, indicating that behaviors which influence effectiveness also influence advancement. The examination of the moderating effect of organizational level on the relationship between behavior and effectiveness indicated that the behavior of top-level managers may be more predictive of effectiveness than that of middle- and low-level managers.
520 $a The self-reports of behavior frequency/magnitude were found to be inflated relative to the subordinate-reported scores of the managers' behavior. In addition, whereas the subordinate-reported ratings were significantly correlated with the outcome variables, self-reported measures of neither frequency/magnitude nor importance were significantly correlated with the criteria.
590 $a School code: 0668.
650 4 $a Business Administration, Management. $3 626628
650 4 $a Business Administration, General. $3 1017457
650 4 $a Psychology, Industrial. $3 520063
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710 2 0 $a State University of New York at Albany. $3 769258
773 0 $t Dissertation Abstracts International $g 54-07A.
790 1 0 $a Yukl, Gary A., $e advisor
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791 $a Ph.D.
792 $a 1993
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