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Social and Behavioral Sciences Commons™
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Full-Text Articles in Social and Behavioral Sciences
Recipe For Success: Behavioral Ingredients For Superior Performing Leaders, Linda M. Pittenger
Recipe For Success: Behavioral Ingredients For Superior Performing Leaders, Linda M. Pittenger
National Training Aircraft Symposium (NTAS)
The aviation and aerospace business is a complex adaptive system that includes emerging technologies, competitors, government policies, cost demands, globalization, and talent constraints. To effectively lead in the chaos of constant demands and disruptive and unpredictable external environments, having deep and broad functional expertise is not enough. Superior performing leaders require further broadening and deepening of selected behavioral competencies in order to succeed (Smith, 2000). Particular to aviation and aerospace, understanding the types of leaders needed to be successful is especially important since baby boomer employees will soon retire and the middle managers that will likely replace them lack the …
Organizational Performance In Services, Rosemary Batt, Virginia Doellgast
Organizational Performance In Services, Rosemary Batt, Virginia Doellgast
Virginia Doellgast
The question of performance in service activities and occupations is important for several reasons. First, over two-thirds of employment in advanced economies is in service activities. Second, productivity growth in services is historically low, lagging far behind manufacturing, and as a result, wages in production-level service jobs remain low. In addition, labor costs in service activities are often over 50% of total costs, whereas in manufacturing they have fallen to less than 25% of costs. This raises the question of whether management practices that have improved performance in manufacturing, such as investment in the skills and training of the workforce, …
Team Member Selection Strategies, Robert Carl Stewart
Team Member Selection Strategies, Robert Carl Stewart
Walden Dissertations and Doctoral Studies
Business teams have been losing millions of dollars every year in cost and schedule over-runs from incomplete or failed projects. The purpose of this single case study was to explore the strategies that business managers use to determine team fit when selecting employees for assignment to cross-functional project teams. The participants for this study were 3 senior management personnel and a 6-member employee focus group, all from midsized, nonprofit organizations located within 200 miles of the tri-state region of Delaware, Maryland, and Virginia. The conceptual framework for this study was Werbel and Gilliland's theory of person-group fit, McCrae's and John's …