The Think Manager-Think Male Stereotype - Malleable or Stable?

Purpose Stereotypes about leadership still represent a potent barrier to women’s advancement to leadership roles. Successful leaders are perceived to possess predominately agentic traits (e.g., assertive, dominant) that are more similar to those ascribed to men than women. This perceived incongruity of people’s beliefs about leaders and women underlies prejudice against women leaders (Eagly & Karau, 2002). Thus, an important question is whether such stereotypical beliefs about the traits of leaders, men, and women incorporate change or stability over time. Design/Methodology To examine this question, 235 Irish business students (113 men, 122 women) rated a target group’s characteristics (men, women, middle managers) as of a specific time (50 years ago, present, 50 years into the future) on gender‐stereotypical traits. Results Following Schein’s (1973) approach, intraclass correlation coefficients estimated the extent to which the stereotype of managers was similar to that of men or women. The results showed a large, significant correlation between the stereotypes about men and managers within each time condition and overall. In contrast, the women‐manager correlation was negative and nonsignificant overall. However, this negative correlation weakened from the past to the present and became positive and marginally significant for the future. Research/Practical Implications Altogether the results suggest that people perceive stereotypes about leaders to be more similar to men than to women. These perceptions may continue to function as impediments to women leaders’ advancement despite the trend over time toward femalemanager similarity. Originality/Value To our knowledge this is the first study to systematically test perceptions of change in the think manager‐think male stereotype overtime.

A closer look beneath the surface: Various facets of the think-manager-think-male stereotype

Previous research has indicated that successful managers are perceived as possessing characteristics that belong to a global masculine stereotype. This study was designed to compare the gender-stereotypical perception of leadership by investigating global and leadership-specific gender stereotypes and contrasting self-perception and the perceptionby others. Descriptive and prescriptive norms were analyzed and abilities studied in a leadership context. The sample consists of 215 management students, and the results indicate an impact of gender stereotypes on the perception of leadership by women and men. Ratings of the importance of leadership characteristics yielded a less gender-stereotypic view, especially by female participants. In their self-evaluations women and men did not differ in the degree in which they possess person- and task-oriented skills. They also did not differ in their ratings of the importance of possessing these skills themselves. Finally, women reported that they possess task-oriented abilities more seldom than such abilities were attributed to leaders-in-general.

Outcomes and cost effectiveness of treating type 2 diabetes with a nurse case manager following treatment algorithms versus primary care physicians

Background. Diabetes places a significant burden on the health care system. Reduction in blood glucose levels (HbA1c) reduces the risk of complications; however, little is known about the impact of disease management programs on medical costs for patients with diabetes. In 2001, economic costs associated with diabetes totaled $100 billion, and indirect costs totaled $54 billion. ^ Objective. To compare outcomes of nurse case management by treatment algorithms with conventional primary care for glycemic control and cardiovascular risk factors in type 2 diabetic patients in a low-income Mexican American community-based setting, and to compare the cost effectiveness of the two programs. Patient compliance was also assessed. ^ Research design and methods. An observational group-comparison to evaluate a treatment intervention for type 2 diabetes management was implemented at three out-patient health facilities in San Antonio, Texas. All eligible type 2 diabetic patients attending the clinics during 1994–1996 became part of the study. Data were obtained from the study database, medical records, hospital accounting, and pharmacy cost lists, and entered into a computerized database. Three groups were compared: a Community Clinic Nurse Case Manager (CC-TA) following treatment algorithms, a University Clinic Nurse Case Manager (UC-TA) following treatment algorithms, and Primary Care Physicians (PCP) following conventional care practices at a Family Practice Clinic. The algorithms provided a disease management model specifically for hyperglycemia, dyslipidemia, hypertension, and microalbuminuria that progressively moved the patient toward ideal goals through adjustments in medication, self-monitoring of blood glucose, meal planning, and reinforcement of diet and exercise. Cost effectiveness of hemoglobin AI, final endpoints was compared. ^ Results. There were 358 patients analyzed: 106 patients in CC-TA, 170 patients in UC-TA, and 82 patients in PCP groups. Change in hemoglobin A1c (HbA1c) was the primary outcome measured. HbA1c results were presented at baseline, 6 and 12 months for CC-TA (10.4%, 7.1%, 7.3%), UC-TA (10.5%, 7.1%, 7.2%), and PCP (10.0%, 8.5%, 8.7%). Mean patient compliance was 81%. Levels of cost effectiveness were significantly different between clinics. ^ Conclusion. Nurse case management with treatment algorithms significantly improved glycemic control in patients with type 2 diabetes, and was more cost effective. ^

M. Statkjewitz als Manager von New York, Rollenbild, in: Erik Satie: Parade, Paris, 1917

Signatur des Originals: S 36/F11164

M. Statkjewitz als Manager von New York, Rollenbild, in: Erik Satie: Parade, Paris, 1917

Signatur des Originals: S 36/F11163

Léon Wóizikowski als Manager im Frack, Rollenbild, in: Erik Satie: Parade, Paris, 1917

Signatur des Originals: S 36/F11297

Léon Wóizikowski als Manager im Frack, Rollenbild, in: Erik Satie: Parade, Paris, 1917

Signatur des Originals: S 36/F11298

President Chain Store Corporation's Hsu Chong-Jen: A Case Study of a Salaried Manager in Taiwan

Salaried managers have been increasing in top management of many Taiwanese companies. Why and how have their roles become more important? In order to answer these questions, it is necessary to examine the complicated relationships between salaried managers and the founders' families who appoint them to top-management positions. This paper examines the case of Hsu Chung-Jen, the president of President Chain Store Corporation. PCSC operates Taiwan's 7-ELEVENs, the largest convenience store chain on the island. He may be regarded as the most advanced salaried manager in Taiwan today.

Developing Accessible Mobile Phone Applications: The Case of a Contact Manager and Real Time Text Applications

Mobile phones are becoming increasingly popular and are already the first access technology to information and communication. However, people with disabilities have to face a lot of barriers when using this kind of technology. This paper presents an Accessible Contact Manager and a Real Time Text application, designed to be used by all users with disabilities. Both applications are focused to improve accessibility of mobile phones.

Results of the Technical Validation of an Accessible Contact Manager for Mobile Devices

The apparition of new mobile phones operating systems often leads to a flood of mobile applications rushing into the market without taking into account needs of the most vulnerable users groups: the people with disabilities. The need of accessible applications for mobile is very important especially when it comes to access basic mobile functions such as making calls through a contact manager. This paper presents the technical validation process and results of an Accessible Contact Manager for mobile phones as a part of the evaluation of accessible applications for mobile phones for people with disabilities.

La Necesidad De Una Regulacion Legal En España De La Figura Del Director De Proyectos En Edificacion (Project & Construction Manager)

La crisis afecta a todos los sectores, es un terremoto en cadena que se inicio en el sector inmobiliario y se ha ido introduciendo en el resto. Todo esto ha dado lugar a una caída brusca de la demanda de los servicios relacionados con la construcción, con un posicionamiento en “espera” de los Promotores e Inversores, que aún tienen liquidez para invertir, buscando oportunidades que lógicamente se tienen que producir en un entorno escasamente fiable como el actual. Aquellos Inversores que vean oportunidades, se aseguraran de que los productos que van a realizar, tengan una demanda suficiente, sus costes estén en consonancia con el mercado, pero sin que aquello perjudique al resultado final, es decir manteniendo la calidad propuesta al inicio del proceso con los costes previstos, dando lugar a un control exhaustivo del producto a realizar, lo cual obligará a una gran profesionalidad por parte de los agentes implicados. Para todo esto habrá que contar con Empresas especializadas, que aporten garantías en este proceso y aseguren tanto al promotor como al Inversor en todo momento donde y en que se invierten sus recursos. La Dirección Integrada de Proyecto (“Project Management “) aplicada al proceso constructivo es una Técnica Metodológica que ayuda a organizar, controlar y gestionar los recursos de los promotores dentro del proceso edificatorio. Cuando los recursos están limitados (que normalmente es la mayoría de las situaciones) gestionarlos de una manera eficiente se convierte en algo muy importante. Bien, pues nos encontramos con que en esta situación actual, los recursos no solo están limitados, si no que son limitados, por lo que un control y un exhaustivo seguimiento de los mismos se convierte no solo en importante si no en fundamental.

The future obligations of "project manager" as construction integral director (DIPE) in the law of buildings construction in spain (LOE)

In the year 1999 approves the Law of Construction Building (LOE, in Spanish) to regulate a sector such as construction, which contained some shortcomings from the legal point of view. Currently, the LOE has been in force 12 years, changing the spanish world of the construction, due to influenced by internationalization. Within the LOE, there regulating the different actors involved in the construction building, as the Projects design, the Director of Construction, the developer, The builder, Director of execution of the construction (actor only in Spain, similar as construcion engineer and abroad in), control entities and the users, but lacks figure Project manager will assume the delegation of the promoter helping and you organize, direct and management the process. This figure assumes that the market and contracts are not legally regulated in Spain, then should define and establish its regulation in the LOE. (Spain Construction Law) The translation in spanish of the words "Project Manager is owed to Professor Rafael de Heredia in his book Integrated Project Management, as agent acting on behalf of the organization and promoter assuming control of the project, ie Integraded Project Management . Already exist in Spain, AEDIP (Spanish Association Integrated of Project Construction management) which comprises the major companies in “Project Management” in Spain, and MeDIP (Master in Integrated Construction Project) the largest and most advanced studies at the Polytechnic University of Madrid, in "Construction Project Management" they teach which is also in Argentina. The Integrated Project ("Project Management") applied to the construction process is a methodological technique that helps to organize, control and manage the resources of the promoters in the building process. When resources are limited (which is usually most situations) to manage them efficiently becomes very important. Well, we find that in this situation, the resources are not only limited, but it is limited, so a comprehensive control and monitoring of them becomes not only important if not crucial. The alternative of starting from scratch with a team that specializes in developing these follow directly intervening to ensure that scarce resources are used in the best possible way requires the use of a specific methodology (Manual DIP, Matrix Foreign EDR breakdown structure EDP Project, Risk Management and Control, Design Management, et ..), that is the methodology used by "Projects managers" to ensure that the initial objectives of the promoters or investors are met and all actors in process, from design to construction company have the mind aim of the project will do, trying to get their interests do not prevail over the interests of the project. Among the agents listed in the building process, "Project Management" or DIPE (Director Comprehensive building process, a proposed name for possible incorporation into the LOE, ) currently not listed as such in the LOE (Act on Construction Planning ), one of the agents that exist within the building process is not regulated from the legal point of view, no obligations, ie, as is required by law to have a project, a builder, a construction management, etc. DIPE only one who wants to hire you as have been advanced knowledge of their services by the clients they have been hiring these agents, there being no legal obligation as mentioned above, then the market is dictating its ruling on this new figure, as if it were necessary, he was not hired and eventually disappeared from the building process. As the aim of this article is regular the process and implement the name of DIPE in the Spanish Law of buildings construction (LOE)