THE IMPACT OF ORGANIZATION'S PERSONALITY ON MANAGERIAL BEHAVIOR

Organizational climate and the conditions that determine the "personality" of an organization represent important factors in determining the managerial behavior. Climate and behaviors are strongly influenced by organizational culture. Managerial behavior is determined by the variety of ways of realizing functions and by their attitude to employees and subordinates. These features of the each manager’ behavior is defined management style. This study examined the relationship between individual’s personality, organization’s personality, the environmental factors and managerial behavior. Data were collected from thirty enterprises (micro, small and mediums) from Bihor County. The results obtained from these sources suggested that the size of the lead group has a great influence on managerial behavior.culture, organization, personality, managerial behavior

EUROPEAN MANAGERIAL PROFESSION AND BEHAVIOR

The European manager‘s behavior must be flexible and adaptable to the behaviors of various employees of the enterprise. Its flexibility enables the manager to act efficiently in the current, so mobile environmentmanagerial profession, economic motivations, psychological – emotional motivations, social motivations, management guide.

Market feedback, investment constraints, and managerial behavior

This paper examines the joint role of market feedback and investment constraints on managerial behavior. Using a sample of UK fixed price initial public offerings, we show that underperformance of share returns at the IPO significantly affects managerial investment decisions in the period after the offering. Firms with better investment opportunities and proportionately lower fixed (higher intangible) assets are more sensitive to negative market feedback. Over the longer term, the more responsive firms perform significantly better than their non-responsive counterparts. The findings contribute to the debate on the informational advantage of managers over investors and present strong evidence that the market, on aggregate, can provide a superior assessment of a firm's opportunities. Managers who are able to respond to negative market feedback can significantly improve their firm's future prospects

MANAGERIAL DECISIONS – ETHICAL OR LACK OF ETHICS BEHAVIOR?

Managers take decisions which, by their application, can generate effects and consequences on their members, on the organization and on society. Ethical standards can lead to benefits for different managers, depending on their attitude towards them. Ethical standards are active filters, which are designed to monitor and determine those actions which are in accordance with ethical conduct of managers. In the management literature can be found many “guidebooks” for ethical behavior that managers can use in decision making process which they have to face daily, not only economic but also social.managerial ethics, manager, decision-making process

Predicting Innovative Behavior Among Employess in a Manufacturing Company: The Role of Psychological Capital

The aim of this study is to investigate the relationship between psychological capital and workplace innovative behavior. The importance of innovative behavior in the competitive business world has been widely recognized. Previous studies have examined variables related to innovative behavior both at personal and organizational levels; however, there is a paucity of research looking at psychological capital as the predictor of workplace innovative behavior. In this study psychological capital and innovative behavior of 149 non-managerial employees in an apparel manufacture company were measured using Psychological Capital Scale (20 items, α = .872) and Innovative Behavior Scale (nine items, α = .874). The regression analysis shows a significant positive correlation between these two variables (r = .519, p < .01) and 27% of variance in innovative behavior can be explained from psychological capital. The results are discussed in relation to its theoretical contribution and practical implications in organizational contexts

Trust in management: The effect of managerial trustworthy behavior and reciprocity

In this paper we study the antecedents of subordinates’ trust in their leaders (STL). In particular, we focus on the effects of managerial trustworthy behavior (MTB) and subordinates’ perceptions of leaders’ trust in them (LTS). We develop a scale of managerial trustworthy behavior following the typology proposed by Whitener, Brodt, Korsgaard and Werner (1998) that includes: behavioral consistency, behavioral integrity, sharing and delegation of control, communication, and demonstration of concern. A sample of 109 Spanish middle managers provided data for our study. The results of the hierarchical regression analysis show that both MTB and LTS have a significant relationship with STL. Further, we study the effect of reciprocity in the trusting relationship. We find that there are significant differences between subordinates’ trust in management and their perceptions about superiors’ trust in them.trust; leadership; reciprocity; social exchange;

Strategic delegation in experimental duopolies with endogenous incentive contracts

Often, deviations of firm behavior from profit maximization are the result of managerial incentive contracts. We study the endogenous emergence of incentive contracts used by firm owners to delegate the strategic decisions of the firm. These contracts are linear combinations either of own firm's profits and revenues, or own and rival firms' profits. A two- and three-stage game are studied depending on whether owners commit or not to a certain contract type before setting the managerial incentives and the level of output to produce in the market. We report experimental results which confirm some of the predictions of the model, especially those concerning owners' preference for relative performance incentives over profit-revenue contracts. Neglected behavioral aspects are proposed as possible explanation of some divergence between the theory and the experimental evidence, more specifically the relation between contract terms and managers' output choicesExperimental economics; Oligopoly theory; Managerial delegation; Endogenous contracts.

Win-stay lose-shift strategy in formation changes in football

Managerial decision making is likely to be a dominant determinant of performance of teams in team sports. Here we use Japanese and German football data to investigate correlates between temporal patterns of formation changes across matches and match results. We found that individual teams and managers both showed win-stay lose-shift behavior, a type of reinforcement learning. In other words, they tended to stick to the current formation after a win and switch to a different formation after a loss. In addition, formation changes did not statistically improve the results of succeeding matches.The results indicate that a swift implementation of a new formation in the win-stay lose-shift manner may not be a successful managerial rule of thumb.Comment: 7 figures, 11 table

The Information Limit to Honest Managerial Behavior

In the last years of the Internet bubble, many managers provided fraudulent financial statements with the aim at inflating the market value of their firms. Is this shortage of honesty an accident or a buit-in feature of shareholder capitalism? This paper argues that in an economy hosting publicly traded companies where investors have only imperfect information about a firm’s type and where a honest financial report may be wrong, at least some bad firms managers will provide false statements. Furthermore, in equilibrium some good firm managers may also resort to corrupt auditors which will issue a favorable report without carrying out any investigation. The frequency of dishonest managers is analysed in keeping with the precision of the report and the total number of firms.Corporate fraud; Accounting information; Manager behavior; Honesty; Perfect Bayesian Equilibrium