The strategic mindset of Australian manufacturing managers : some missing links

Manufacturing managers have a measurable mindset (or frame) that structures their response to the manufacturing environment. Most importantly, this frame represents a set of assumptions about the relative prominence of concepts in the manufacturing domains, about the nature of people, and about the sensemaking processes required to understand the nature of the manufacturing environment as seen through the eyes of manufacturing managers. This paper uses work in the area of text analysis and extends the scope of a methodology that has been approached from two different directions by Carley ( Journal of Organizational Behavior , 18 (51), 533-558, 1997) and Gephart ( Journal of Organizational Behavior , 18 (51), 583-622, 1997). This methodology is termed collocate analysis. Based on the analysis of transcripts of interviews of Australian manufacturing managers mind maps of the concepts used by these managers have been constructed. From an analysis of these mind maps it is argued that strategy plays a minor role in their thinking second only to the improvement domain, whereas design and related concepts play a dominant role in their day-to-day thinking

Developing emotional intelligence in high potential middle managers

This paper reports on a mixed quantitative and qualitative longitudinal study, performed in Australia, in which experiential training was used to foster increased emotional intelligence in a group of middle managers previously identified as high achievers. Evaluation of pre and post-training measures of emotional intelligence confirmed a significant difference in scores on an instrument measuring the construct. These results were confirmed by content analysis of journals kept by participants during the management development program. Findings are discussed in terms of their implications for management development as well as for further research.

The roles, responsibilities and development needs of quality managers in Britain and Australia

This paper compares and contrasts the career experiences and development needs of 334 British quality managers compared with Australian quality managers based on two Australian surveys. The quality managers in both countries brought wide functional experience to their roles, with many coming in particular from production and operations and general management. In their current roles major sources of job satisfaction for managers in both countries were improving efficiency and problem solving, whereas aspects of employee relations was a source of least satisfaction. Both groups of quality managers utilised a very limited range of quality tools, the most popular being brainstorming, control charts and Pareto analysis, with virtually no mention of more sophisticated tools like Six sigma, which is in stark contrast to American managers. Also British and Australian managers showed little awareness in terms of their development needs for a broader background in quality, which could disadvantage their companies in global markets.

Customer analytics managers' views about market research

Data based on survey responses from online questionaire directed at Customer Analytics managers in the United States. Respondents recruited were mainly in CRM, customer data warehouse or CA roles.

Success was measured on several items asking respondents to compare the success of their organisation with others in their industry on measures such as profitability and new product development. Items about the integration of MR and CA were included. These talked about effectively combining CA and MR for the purpose of identifying new markets and new segments as well as reducing churn.

Survey of market research managers' views about customer analytics

Data based on survey responses from an online questionnaire directed at market research managers in the US.

Using an online questionnaire 435 market research managers in the United States were surveyed about their views on using customer analytics to provide reliable customer information to gain market edge.

Using SPSS AMOS software, the resulting data identifies new trends in the business intelligence industry in transition and particularly the usage by market relations managers of customer analytics information.

Risk management, player welfare and privacy : player development managers and dilemmas for employee relations in Australian football league clubs

This paper reports on one aspect of a research project that was funded by the Australian Football League (AFL) to explore the emergence and evolution of a ‘professional identity’ for AFL footballers. The research was informed by Foucault's later work on the care of the Self to focus on the ways in which player identities are governed by coaches, club officials, and the AFL Commission/Executive; and the manner in which players conduct themselves in ways that can be characterised as professional - or not. The paper explores the roles of Player Development Managers (PDMs) in emerging processes of risk and player management. These roles increasingly involve PDMs in risk management practices and processes that can be seen as intrusive in players’ lives. These risk management processes raise a number of concerns about player privacy and the rights of Clubs to know what their employees are up to away from the workplace.

Asia-Pacific immigrant managers in Australia : their views about career

Systematic cross-cultural studies of career advancement are fragmented, despite the burgeoning cultural diversity of the global workforce. This study examines diverse groups of managers from the Asia-Pacific region and their stories of career progression to date in Australia. Immigrant managers were interviewed to examine the influence of the new environment on their current career and advancement prospects. In doing so, we demonstrate the experiences of internationally mobile managers when adapting to new boundaries for career advancement. We found that overseas managers have difficulties fitting into the Australian workplace norms. In addition, the study revealed that newcomers had expected to be recognised and promoted for their multiple qualifications; however this did not take place within the Australian workplace context.