The motivation and need satisfaction of Papua New Guinea managers

Maslow theorised that people share a concern for five levels of needs. These are arranged in a hierarchy in which higher level needs become more dominant as lower level ones are satisfied. In order of prepotency the needs are: security, social, esteem, autonomy and self actualisation. Haire et al (1966) and Clark and McCabe (1971) found a different but consistent ranking of need importance and satisfaction from that proposed by Maslow. They surmised that despite cultural differences and different stages of economic development, managers from different countries attached similar importance to the five need categories.The applicability of the Haire et al conclusion was tested by comparing the feelings Australian and Papua New Guinea (PNG) managers attached to the five need categories. Australia and PNG are neighbours. Australia is a developed country where individualism is a feature of life. PNG, however, is a developing country where wantokism permeates almost every facet of people interaction. It was found that the PNG results on need importance and satisfaction was dissimilar to that of Australia. The PNG results showed a remarkable similarity with those of the developing countries. Cultural differences and differing stages of economic development, it appears, affect the degree of importance attached to the five need categories and these factors should be taken into account when designing organisation structures and setting up reward systems.     

Genetic and psychological underpinnings of motivation and satisfaction of industrial salespeople

We investigate the effects of genetic polymorphisms of salespeople on their motivation and job satisfaction. We hypothesize that psychological attachment styles (anxious, avoidance, and secure) and role conflict interact with variants of three genes (dopamine DRD4, COMT and OXTR) to influence motivation and satisfaction. Our approach follows the spirit of the emerging subfield of organizational neuroscience and biological foundations of social behavior recently introduced into the literature and is one of the first studies to uncover complex dependence of behavior on genes and to employ a large enough sample to reduce false positive inferences. Variants of the DRD4 and COMT genes are found to interact with avoidance and secure attachment style, respectively, to influence motivation, under conditions of felt role conflict. Variants of OXTR have main effects on job satisfaction, as do anxious attachment styles and felt role conflict. Hypotheses are tested on a sample of 334 salespersons selling goods and services to business customers. The role of genetic endowment represents untapped origins for research into the behavior of salespeople and has a number of managerial implications that we discuss.     

Type of entrepreneur,type of firm,and managerial motivation: Implications for organizational life cycle theory

Miner Sentence Completion Scale measures of managerial motivation for a sample of Oregon entrepreneurs were compared with interview data on entrepreneur and firm type using a system of differentiation derived from the Enterprising Man (Collins, Moore and Unwalla, 1964) research. Certain relationships between aspects of managerial motivation and firm expansion and growth were found. In addition, the overall level of managerial motivation among the entrepreneurs relative to corporate managers was found to be low, and the previously noted association between an opportunistic entrepreneurial type and growthoriented firms was confirmed. These findings are discussed in the context of organizational life cycle theory with special reference to the early stages of transition from entrepreneurial to bureaucratic forms and various typologies of entrepreneurs. It appears that under certain circumstances growth may not require a shift in leadership style, but that in some important respects entrepreneurial and bureaucratic systems are managerially distinct.     

美国药品安全与价格管理趋势

“化学与工程新闻”（C＆EN）驻华盛顿通讯记者BETTE HILEMAN，发表了一篇文章（C＆EN／JUNE19，2006），对当前美国在药品安全和价格方面存在的问题与管理趋势进行了讨论。笔者认为，药品的安全性和价格是当前世界各国普遍关注的一个问题，美国在药品安全和价格管理方面的争论和趋势，具有一定的代表性和前瞻性。     

The pattern of managerial behaviour in Thai culture

This paper examines the various factors which have shaped contemporary Thai managerial behaviour, exploring the influence of basic cultural values, beliefs and religion, and education. Though the paper is primarily conceptual in orientation, empirical data is presented on the leadership styles of Thai managers. The paper demonstrates how what is essentially an ethnographic approach can be useful in understanding the impact of culture on managerial style.The authors are from the Faculty of Management Sciences, Prince of Songkla University, Thailand.     

Cartel formation and pricing: The effect of managerial decision-making rules

We experimentally investigate how the managerial decision-making process affects choices in a Bertrand pricing game with an opportunity to form non-binding cartels. To do so we compare the effects of three decision-making rules for the firm (decisions by CEOs, majority rule and consensus) to each other and to decisions in a benchmark consisting of single-individual firms. It has been argued elsewhere that groups behave more competitively than individuals. In this setting this predicts that for all three decision-making rules we should observe fewer cartels and lower prices. This is not what we find. For the formation of cartels, there are no differences across treatments. For prices asked, we find that first, cartels lead to higher prices in all treatments, despite the fact that they are non-binding. Second, the decision-making rules strongly affect the prices asked. One thing that stands out is that firms run by CEOs ask higher prices (i.e., defect less often from the cartel) than observed in the other treatments.     

The link between managerial style and the job characteristics of R&D professionals

Despite a growing body of evidence as to the importance of linking job design to supervisory practices, almost no empirical studies have been conducted on the issue specifically for R&D professionals. The effectiveness of supervisors should differ primarily with respect to their leadership styles. Data obtained from three major types of R&D organizations in Taiwan were used to examine how leadership styles affect the job characteristics of R&D professionals with personal attributes of professionals themselves as the concomitant variables. The leadership styles were defined in terms of a two dimensional construct with the supportive dimension focusing on enhancing relationship and participatory decision making, and the directive dimension emphasizing telling and directing to get tasks accomplished. The results supported most of the hypotheses proposed in the study. In particular, the high correlation of the supportive leadership style and overall job characteristics, across the three types of organizations in the test, demonstrates the importance of incorporating the role of supervision in the R&D job design. The findings have implications for enhancing the leadership effectiveness in managing R&D professionals. Such findings are not only important for R&D managers in newly industrialized countries, but are also valuable to their counterparts in industrialized countries.     

The scope, motivation and dynamic of Guest Engineering

The exchange of technical personnel between organizational actors in a supply network has become known as Guest Engineering (GE). Despite increasing popularity as an inter‐organisational arrangement (especially in the automotive sector) it has generated relatively little academic research and therefore this paper seeks to extend our understanding of GE by exploring how its scope is determined, what motivates the participants and how the relationships evolve. The paper draws on extant GE, supply networks and Resource‐Based View (RBV) literature to derive research propositions that are used to analyse empirical work carried out with four automotive suppliers and four automotive OEMs. A number of preliminary conclusions are drawn. At a micro‐project level, the criticality of the individual 'playing the GE role' is highlighted, as are related concerns that collaborative team structures often fail to address broader social/cultural characteristics. At a macro‐project level, the study argues that difficulties and mistrust will often characterise integrated and competitively successful GE relationships. Finally, at a strategic level, GE needs to be understood as a process of resource transfer and transformation, and therefore the management of interdependency and power asymmetry are core considerations in effective adoption. The paper concludes with recommendations for further critical and practical work.     

The nature of managerial work roles in Malaysian public enterprises

This paper examines the work roles of public enterprise managers, the classifications of the work roles, and the importance of the work roles across hierarchical levels, functional speciality, business sector and the size of the organisation, based on Mintzberg's framework of managerial roles. The result showed that 105 managers ranked the role of entrepreneur as most important and the role of spokesman as most unimportant in performing their jobs. The principal component solution resulted in three interpretable categories of work roles: internal roles; external roles, and internal-external roles. There were also variations in work role importance across hierarchical levels, functional speciality, business sector and size of the organisation. Implications for further research and management practice are also presented.     

Mergers,acquisitions, and the pruning of managerial deadwood

This research investigates the role that mergers and acquisitions may play in the disciplining of entrenched and inefficient managers. The relationship between a company's performance history and its subsequent top management turnover is assessed for a sample of target companies, their parents, and a control group of companies not involved in merger and acquisition activity. The results reveal that target company top management turnover is higher than ‘normal’ in the 2 years immediately following a merger or acquisition, but there is no relationship between previous target company performance and its subsequent top management turnover. Further analyses indicate that first-year target company turnover rates are associated with a history of relatively poor parent company performance, while second-year turnover rates are associated with a history of relatively good parent company performance.     

The effect of managerial distribution of scientific and technical information on company performance

272 scientific and technical personnel working in the R&D departments of 25 firms in the electronics/instrumentation field noted how often their managers engaged in different forms of influencing them to use scientific and technical information originating outside the firm (STI). The firms were classified as either 'high performers' or as 'low performers' on the basis of their sales growth and return on assets. Managers in the high performing firms were perceived to make significantly more use of the following forms of influence than those in low performing firms; supporting professional visits and continuing education, routing literature and references to scientific and technical staff, directing their staff to use STI and purchasing STI services. There was no difference between the two groups of managers in their perceived use of organizational efforts to increase use of STI, such as changing work and personnel and altering hiring and promotional policies. These findings suggest that company performance can be improved if managers take specific steps to encourage their staff to use STI.     

The need for skills in the factory of the future

The 'automated factory' as the culmination of ingenuity has fascinated engineers and social visionaries (albeit for different reasons) for a considerable period. This article discusses the skill requirements of advanced automated production.     

The effects of managerial ownership on international and business diversification: Balancing incentives and risks

Research has examined the effects of managerial share ownership on business diversification, typically from the incentive alignment perspective. Yet, share ownership also shifts risk to managers (the efficient managerial contracting perspective). Furthermore, the effects of managerial ownership on international diversification are unexplored. We examine how managerial ownership influences both international and business diversification in light of the trade‐off between incentive alignment and risk bearing. Based on the differing risk profiles of the two types of diversification, we argue that incentive contracts with higher levels of managerial ownership will be inefficient, i.e., counter to shareholder interests—reducing international diversification and increasing business diversification. Our findings support our arguments for international diversification. We find no significant effect for business diversification after accounting for endogeneity and serial correlation. Copyright © 2013 John Wiley & Sons, Ltd.     

The impact of managerial values on decision-making behaviour: A comparison of the United States and Hong Kong

This study addresses cross-national value differences and how values held by managers influence their decision-making behaviour. A two-by-two research design was used to examine values held by practising managers and future business leaders in the United States and Hong Kong. Machiavellianism, locus of control, intolerance of ambiguity, and dogmatism were the measures used to assess these values. Social desirability scores were used as covariants to help control for cultural differences. The findings indicate that differences exist to affect decision-making behaviour. Consequently, managers in both environments must make adaptations to accommodate the values of those involved in transnational businesses.The authors thank Michael H Bond for his many helpful comments. Also, we thank Priscilla Elass for her assistance with data collection.     

Firm heterogeneity in growth option value: The role of managerial incentives

Growth option value varies widely across firms. This research explores managerial incentives as a source of firm heterogeneity in growth option value. We argue that when the payoff structure of managerial incentives corresponds to that of growth options, managers will be motivated to pursue actions that increase firms' growth option value, particularly when greater growth opportunities are available in an industry. Results indicate that stock option holdings and managerial stock ownership have a positive effect on growth option value, while short‐term pay has a negative effect. We also find support for a positive interaction effect between equity‐based managerial incentives and industry growth opportunities on growth option value. These findings highlight the critical role of managerial incentives in affecting firms' realization of growth option value. Copyright © 2012 John Wiley & Sons, Ltd.     

Selection and motivation of distribution intermediaries

This article reviews factors necessitating the application of effective selection and motivation criteria when using independent distributors. It reports findings concerning the criteria utilized by samples of US and UK manufacturing companies. Generally, there appears to be much that is acumenical in the efforts of firms in both countries. However, there also seems to be considerable scope for improvement in selecting and motivating distributors.