Wyniki wyszukiwania - BazTech

1

Trust between managers and subordinates: understanding the effects

Paliszkiewicz J.

Management and Production Engineering Review

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2011

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Vol. 2, No. 1

34-39

EN

This paper gives an overview of major issues in trust research, identifying common foundations and multiple constellations of organizational trust. In doing so, the paper also addresses important implications of theory development and empirical research. It provides a historical sketch of different approaches to understanding the phenomenon of trust, drawing upon various science disciplines. It deals with important issues of measurement of manager's trust. Finally, it briefly summarizes the research done in Polish enterprises.

2

Motivational perception of superiors and subordinates - the case of Malaysia

Ho J. A., Liew E. Y.

Organizacja i Zarządzanie : kwartalnik naukowy

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2009

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nr 4

55-69

EN

Human resources have become increasingly important as they can determine the success or failure of a company. As such, managers need to pay attention to the motivation of their employees. The puipose of this paper is to determine the motivational perceptions between the Malaysian managers and their employees. The study was conducted on 104 Malaysian managers and employees from 40 companies in the manufacturing and financial service industry. The results of the study indicated there were significant differences between the perceptions of the managers and their employees on what motivated the employees. The study also found that employees were more motivated by intrinsic rather than extrinsic motivators. The theoretical and managerial implications of the results are also discussed.

PL

Zasoby ludzkie stają się coraz bardziej znaczące, ponieważ decydują o sukcesie lub porażce przedsiębiorstwa. Dlatego też menadżerowie coraz większą uwagę zwracają na kwestię motywacji swoich pracowników. Celem niniejszego artykułu jest określenie percepcji motywacyjnych malezyjskich menadżerów i ich podwładnych. Badanie zostało przeprowadzone w Malezji na 104 menadżerach i pracownikach 40 firm działających w sektorze produkcyjnym i usług finansowych. Wyniki badań wskazują na istotne różnice w postrzeganiu przez kierowników i ich podwładnych, tego, co ich motywuje. Badania wskazały również, że pracownicy byli w większym stopniu motywowani przez czynniki o charakterze wewnętrznym niż zewnętrzne motywatory. Ponadto, w opracowaniu poddanoo dyskusji implikacje teoretyczne i zarządcze.

3

Rola przywódcy wojskowego w kształtowaniu morale podwładnych

Kaliński M.

Zeszyty Naukowe AON

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2000

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nr 4(41)

162-176

EN

Leadership is a category that from the synonym of managing and commanding transformed into these actions’ discriminant, pointing at their efficiency and also social effectiveness. It is one of essential abilities, predisposition or characteristics perceived and necessary in contemporary management and command. Military leadership is most often seen as an ability to subordinate soldiers even in critical situations, a skill to exert influence on subordinates’ behaviour and also stimulating and motivating the subordinates to carry out certain tasks. A significant component of military leadership is to strengthen the soldiers’ moral - combat values, their psychological preparation aiming at raising soldiers’ initiative, activity, mobilisation and dedication in fighting.

4

Komunikacja interpersonalna jako podstawa relacji przełożony-podwładny

Borkowski J.

Zeszyty Naukowe AON

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2000

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nr 4(41)

187-198

EN

Mutual superiors’ and subordinates’ communication has an essential influence on commanding processes’ effectiveness. The efficiency of interpersonal communication in duty interactions depends largely on fulfilling the following functions: descriptive, expressive, impressive, socialising and socio-technical. The following rules are regarded of major importance for correct interpersonal communication: objectivity, consistency, kindness, honesty, logic, coherence, approval, optimism, curiosity and co-operation. Not complying with the mentioned above rules generates various errors and communication barriers. I mean excessive peremptory command, moralising, ridiculing and negating.