Management definitively has more functions than just the four mentioned above. Taking these two aspects together points to a third key finding to emerge from the research, namely the strong tendency for managerial knowledge, particularly that harnessed by general managers, to be more home grown situated in local practices and experiential.
Resource constraints meant that it was not possible to extend this aspect of the work fully, for example through extended periods of stay or shadowing of managers or tracking interaction further into external NoPs and interaction.
It has also demonstrated the value of situating analysis of management knowledge mobilisation and utilisation in the context of the particular organisational conditions and challenges facing those diverse managerial groups.
Its management and training programmes help to provide employees with the skills necessary to lead others. Using a range of management styles to lead a business An Enterprise Rent-A-Car case study Below is a list of Business Case Studies case studies organised alphabetically by company.
Knowledge, knowledge mobilisation and learning To examine these knowledge processes further, the report drew upon a classical differentiation between explicit and tacit forms of management knowledge and between abstract learning and learning that is situated in practice.
Discuss techniques for developing diversity in an organization. Nonetheless, these three broad management groups, alongside the three case study organisations, did provide a valuable analytical tool in our empirical and thematic analysis.
In the light of the evidence on translation gaps in health-care organisations, our research suggests that receptivity to management knowledge, and the innovative or creative use of this knowledge, is enhanced by training and development that allows space and time for reflection and knowledge translation.
Selection of managerial events and encounters to observe also means that a standard criticism of ethnography that findings from observations are inevitably restricted to what is observed apply to this research as well.
This could be based on the use of the framework of management types developed in our study. Trusts need to be aware of the need to capture and share knowledge and learning that may be localised in specific parts of the organisation e.
Enterprise aims to employ people who can take on a leadership role and help to grow the business for the longer term.