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The effects of managerial activities on managerial success and effectiveness

✍ Scribed by Chung-Ming Lau; Ignace Ng; Mee-Kau Nyaw

Publisher
Elsevier Science
Year
1997
Tongue
English
Weight
832 KB
Volume
6
Category
Article
ISSN
0969-5931

No coin nor oath required. For personal study only.

✦ Synopsis

The purpose of this paper is to identify the influence of managerial activities on the success and effectiveness of managers using data collected from Canadian, Hong Kong and Taiwanese managers. The results show that for all 3 samples, "effective" activities are different from "successful" activities, which therefore implies that Kerr's (Kerr, 1995) folly of "rewarding A, while hoping for B" holds across national boundaries. In the Canadian case, while none of the managerial activities is related to success, traditional activities improve unit performance. In Taiwan, communications activities enhance managerial success. None of their activities however affects unit performance. The Hong Kong results show that HRM and networking activities are detrimental to success and effectiveness respectively.

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