چکیده:
Although a relatively significant body of literature exists regarding what management is, how it works, and its functions, research findings on what effective managers do and the characteristics and behaviors they possess are limited. In this regard, the present article aims to identify managers' personal constructs regarding management effectiveness in order to provide a framework for management effectiveness from the perspective of managers. To this end, 30 mid-level managers from the top 5 comprehensive universities in the country in the cities of Tehran, Mashhad, and Shiraz constituted the study sample. The interview method based on the repertory grid technique and its three steps was used to collect data. Finally, the output from the interviews led to the creation of 30 individual personal repertory grids and a total of 405 initial personal constructs regarding management effectiveness. Examining and analyzing the content of these constructs created a collective network consisting of 10 elements and 33 secondary constructs based on determining priorities, and depicted the management effectiveness framework of the managers studied.
خلاصه ماشینی:
Associate Professor, Faculty of Management and Economics, Tarbiat Modares University, Tehran, Iran (Received: 2015-03-27; Accepted: 2015-12-12) Abstract Although there is a relatively significant amount of theoretical literature on what management is, how it works, and its functions, research findings on what effective managers do and what characteristics and behaviors they possess are limited.
The present article aims to adopt a descriptive-interpretive approach based on personal construct theory to achieve a native understanding of the construct of management effectiveness in Iranian organizations by identifying and depicting constructs derived from the opinions of managers.
1. Managerial leader considers a complex set of activities, including time management, focusing on results, relying on strengths, focusing on important but limited areas, and making effective decisions.
Hamlin 2004 Organizing and planning, participatory and supportive leadership, delegation of authority, attention to the interests and developmental needs of employees, having a personal and open management perspective, comprehensive decision-making, extensive communication and consultations.
Step Three: Connecting Elements to Constructs After selecting the elements and extracting the personal constructs, the aim of the research, which is to access the personal theories of managers regarding the meaning-making of managerial effectiveness, was achieved; because the obtained repertory grids depict repositories full of conceptual and interpretive content.
Gupta (1996) in his study to identify the behaviors and characteristics of effective Indian managers, identified factors that were consistent with the constructs of this research, including innovation and inspiration, planning, training and development, communication, networking.
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