Viv Shackleton

Work-Related Values of Managers A Test of the Hofstede Model

The cultural dimensions of Power Distance and Uncertainty Avoidance described by Hofstede (1980a) were tested using samples from seven different organizations, four Sudanese, two British, and a Pakistani organization in Britain, in an attempt to replicate and extend Hofstedes work. With large Power Distance and weak Uncertainty Avoidance, work-related values of Sudanese managers were found to lie in accordance with Hofstedes findings for some other African and Arabic nations. The British scores were very close to the ones reported by Hofstede. The study showed that the Pakistanis in Britain, despite a lifetime spent in Britain, scored closer to their country of origin than to their current home.

The unit general manager: a competency profile

The note explores the requisite competencies of subsidiary unit general managers in a successful multibusiness group dealing primarily in industrial goods. The authors define a competency model for the particular genre of general manager based on the literature. They then attempt to validate the model by reference to data related to outputs, skills and personality attributes which have been collected over a number of years in the context of a variety of action research projects, i.e. research undertaken for operational, rather than academic, purposes. With minor exceptions, the empirical data support the hypothesised model. The data also provide insight into the distinction between those which are threshold competencies, i.e. differentiating between poor and average performers, and those which distinguish the superior performer, as well as indications as to which competencies correlate most with overall performance indices.

Management development within the construction industry: building on success?

This article explores the notion that the workplace is a learning environment, and that the line manager is a key player determining its effectiveness. The work discusses how performance management systems may be used to clarify expectations made of line managers with regard to employee development. The work, in addition, suggests that line manager people management expertise may be a factor inhibiting workplace development for subordinates, and makes a number of suggestions about how to prepare the line manager for effective employee development. Key issues are illustrated by reference to a case study example. The case demonstrates that a high profile management development programme within a major international organisation failed to meet all objectives because of the unwillingness of the line management team to participate in the development of subordinates back in the workplace.