administrative skills, 58–59
American Assembly of Collegiate Schools of Business, 42
analytical intelligence, 57
Association of MBAs, 128
Association to Advance Collegiate Schools of Business, 128
Bloom, N., 9–10, 47–50, 78
Bloom and Van Reenen’s management process, 9–10
budgeting as management function, 6
Caldas, M., 122–125
Cameron, K., 42, 45–50, 61–62, 64–67
Cameron and Whetten’s skills of effective managers, 45–50
cellular organization, 54–55
checking, EMS, 106
cognitive skills, 59
commanding as managerial function, 34–35
communication among committees, 117
communication skills, 59
compliance risk, 115
conceptual skills, 44
contingency theory, 52–53
controlling as management function, 3
controlling as managerial function, 36–38
coordinating
activities, 4
as management function, 6, 36
management processes in developing countries, 160–162
creating and maintaining trust, 5
creative intelligence, 57
customer relationship management system (CRM), 89
design skills, 45
developing countries
applicability of western management theories to, 120–129
challenges for managers in, 133
availability of capital and credit, 138–139
infrastructure conditions, 134–135
macroeconomic environment in, 137–138
market uncertainties, 135–137
political systems and institutions, 139–141
production capabilities,
133–134
cultural conditions, 149–150
emergence of new global competitors from, 129–130
ethics and corporate social responsibility, 148–149
issues in, 121–122
management processes in, 150–155
coordinating, 160–162
leading, 159–160
organizing, 157–158
planning, 155–157
staffing, 158–159
management training in, 162–163
overview of, 119–120
planning by managers
access to reliable information, 142
quality of human capital, 143–146
role of natural resources, 146–148
technological level in, 142–143
as testing grounds for new management theories, 131–132
value of management study in, 132
dimensions of management styles, 75–79
directing as management function, 3, 6
divisional structure, 53
documentation, QMS, 96
EH&S management systems. See environmental, health and safety management systems
EMS. See environmental management system
encouraging continuous learning, 4
enterprise risk management, 113–117
infrastructure, 116
risk identification and assessment program, 116
types of risk exposures, 115
environmental, health and safety (EH&S) management systems
elements for, 111–113
ISO 45001 and, 109–113
environmental management system (EMS)
best practices for implementation of, 106–109
checking, 106
elements of, 101–102
implementation and operation, 104–105
ISO 14001 and, 100–101
planning, 103–104
policy, 103
environmental policy, 103
ethics and corporate social responsibility, 148–149
executive-level management, 55
facilitating decision-making processes, 4
Farashahi, M., 125–129
Fayol, Henri, 2, 5–6, 11, 27, 35, 36, 39, 150
Fayol’s primary functions of management, 5–6
financial risk, 115
first-line managers, 21–22
folklore and facts about managerial roles and activities, 12–13
front-line managers, 55
functional managers
versus general managers, 18
responsibilities of, 18–19
functional structure, 53
general managers
functional managers versus, 18
responsibilities of, 19–20
Hafsi, T., 125–129
Harris’ multi-factor analysis, 50–57
hazard risk, 115
human capital, quality of, 143–146
human skills, 44
implementation and operation, EMS, 104–105
incentives management, 49–50
informational roles, 15–16
infrastructure conditions, 134–135
International Monetary Fund, 125
International Organization for Standardization (ISO), 90
interpersonal roles, 13–15
interpersonal skills, 59
ISO 9001 and QMS, 97–100
ISO 14001 and EMS, 100–101
ISO 45001 and environmental, health and safety (EH&S) management systems, 109–113
ISO standards for management system, 90–92
Katz, R., 42–43
Khandwalla, P., 74, 88
categories of management styles, 79–80
defined management style, 72
Koontz, H., 3, 31, 43, 45, 151
Lau, A., 43
leadership skills, 59
leading, management processes in developing countries, 159–160
levels of management, 20–21
Mackenzie, R., 6–9
Mackenzie’s 3-D model of management process, 6–9
macroeconomic environment, 137–138
management
Fayol’s primary functions of, 5–6
incentives, 49–50
levels of, 20–21
monitoring, 48
science, 52
targets, 48–49
management competency models, 58–59
management functions, 3
management process
Bloom and Van Reenen’s, 9–10
in developing countries
coordinating, 160–162
leading, 159–160
organizing, 157–158
planning, 155–157
staffing, 158–159
Mackenzie’s 3-D model of, 6–9
management skills
Cameron and Whetten’s skills of effective managers, 45–50
conceptual skills, 44
design skills, 45
Harris’ multi-factor analysis, 50–57
human skills, 44
Katz’s model, 42–43
management competency models, 58–59
managerial intelligence, 57
technical skills, 43
training, 59–70
traits and characteristics for, 41
management styles
delegating style features, 82
dimensions of, 75–79
formal, 74
key features, 79–80
Khandwalla defined, 72
Khandwalla’s categories of, 79–80
national, 87–88
organic vs. mechanistic, 74
Quang and Vuong definition of, 72
Reddin’s 3-D, 73–74, 80–87
Thornton’s “big 3,” 80–82
management system
elements of, 89
enterprise risk management, 113–117
environmental, health and safety (EH&S), 109–113
guidelines for establishing, 92
ISO standards for, 90–92
organizational context, 93–94
management training in developing countries, 162–163
managerial competencies, 40
managerial intelligence, 57
managerial roles and activities
commanding, 34–35
controlling, 36–38
coordinating, 36
decisional roles, 16–18
first-line managers, 21–22
folklore and facts about, 12–13
functional versus general managers, 18
informational roles, 15–16
interpersonal roles, 13–15
key roles and duties, 4–5
levels of management, 20–21
management functions, 3
middle managers, 23–24
Mintzberg’s “Management Roles,” 10–11
models of, 2–5
organizing, 31–34
planning, 27–31
primary functions of managers, 26–27
responsibilities of functional managers, 18–19
responsibilities of general managers, 19–20
top-level/senior managers,
24–26
managerial tasks, models of, 55–56
managers
best practices for managers emerge from international study, 47–50
Cameron and Whetten’s skills of effective, 45–50
challenges for, in developing countries, 133
characteristics of effective, 45–47
as decision maker, 16–18
first-line, 21–22
middle, 23–24
planning by, 142
primary functions of, 26–27, 150–151
simple assessment tools for, 68–70
tasks and skills of effective, 60–68
top-level/senior, 24–26
using autocrat style, 85–86
using benevolent autocrat style, 86
using bureaucrat style, 85
using compromiser style, 86
using deserter style, 84–85
using developer style, 85
using executive style, 86
using missionary style, 85
manager’s planning activities and skills, 30–31
manager’s “skill set,” 42
managing alignment, 4
managing in developing countries. See developing countries
market uncertainties, 135–137
matrix structure, 54
middle-level managers, 23–24, 55
Mintzberg, H.
list of self-study questions, 68–70
“Management Roles,” 10–11
modernized performance appraisal techniques, 146
monitoring management, 48
national management styles, 87–88
natural resources, role of, 146–148
network organizations, 54
occupational/technical skills, 59
operational planning, 28–29
operational risk, 115
organizational context, 93–94
organizational effectiveness measurement, 75
organizational performance, 45, 90
organizational structure
cellular, 54–55
divisional structure, 53
functional structure, 53
matrix structure, 54
models of managerial tasks, 55–56
network organizations, 54
team based, 54
organizing, 33
as management function, 3, 6, 31–34
management processes in developing countries, 157–158
Pavett, C., 43
personal adaptability skills, 59
personal motivation skills, 59
planning
EMS, 103–104
as management function, 3, 6, 29–31
management processes in developing countries, 155–157
operational, 28–29
strategic, 28
tactical, 28
political systems and institutions in developing countries, 139–141
practical intelligence, 57
preventive maintenance management (PMM), 89
production capabilities, 133–134
Punnett, B., 130, 152–155, 157, 159–160
quality management system (QMS), 92
evaluation and improvement for, 97
ISO 9001 and, 97–100
leadership for, 94
operational activities for, 96
organizational context, 93–94
planning for development of, 94–95
resources and support for, 95–96
quality of human capital, 143–146
Quang, T., 72–77
definition of management styles, 72
Reddin, W., 73–74, 82–87
3-D management styles, 82–87
reporting as management function, 6
reputational risk, 115
risk committee responsibilities, scope of, 117
risk governance with strategy, alignment of, 117
risk management infrastructure, 117
simple assessment tools for managers, 68–70
skill(s)
administrative, 58–59
analysis, 65–66
application, 66
leadership, 59
learning, 65
personal adaptability, 59
personal motivation, 59
practice, 66
preassessment, 65
technical, 43
Social Learning Theory, 64
staffing, 31, 33
as management function, 3, 6
management processes in developing countries, 158–159
stakeholders, need of, 116–117
strategic planning, 28
strategic risk, 115
SWOT analysis, 28
systems theory, 52
tactical planning, 28
targets management, 48–49
teaching management skills, 64
team based organizational structure, 54
team building, 41
technical skills, 43
technological level in developing countries, 142–143
Thornton, P.
“big 3” management styles, 80–82
top-level/senior managers, 24–26
trainable behavioral components, 47
training, management skills, 59–70
Van Reenen, J., 9–10, 47–50, 78
Vuong, N., 72–77
definition of management styles, 72
Weihrich, H., 21, 29, 33–35, 38, 43, 45, 78
western management theories
convergence perspective, 122
to developing countries, 120–129
divergence perspective, 121
situational theory, 122
universal perspective, 121
Whetten, D., 42, 46–47, 61–62, 64–67
Wood, T., 122–125
World Bank, 125
World Trade Organization, 126