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What do Canadian managers do : a study of their roles, views, and perspectives

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dc.contributor.advisor Dastmalchian, Ali Regimbald, Bruno University of Lethbridge. Faculty of Management 2008-02-27T21:29:52Z 2008-02-27T21:29:52Z 2002
dc.description x, 73 leaves ; 29 cm. en
dc.description.abstract This study presents a different perspective that strives to achieve a better understanding of “What do managers do.” The present work divides the role of a manager in two major ways: 1) through an analysis of the characteristics of successful and effective managers; and 2) through an assessment of the different attitudes and perspectives of Canadian managers. The data were collected from a sample of 186 Canadian managers in which the participants completed a paper and pencil questionnaire. The data were analyzed using both descriptive and inferential statistics. A major finding from this study was that successful Canadian managers used multiple roles including human resource management, traditional management, and networking whereas effective managers used predominantly the human resource management role. As well, the issues of professionalism and unionization stood out for this sample of Canadian managers. en
dc.language.iso en_US en
dc.publisher Lethbridge, Alta. : University of Lethbridge, Faculty of Management, 2002 en
dc.relation.ispartofseries Project (University of Lethbridge. Faculty of Management) en
dc.subject Executives -- Canada -- Attitudes en
dc.subject Executive ability en
dc.subject Management -- Canada en
dc.title What do Canadian managers do : a study of their roles, views, and perspectives en
dc.type Technical Report en
dc.publisher.faculty Management en

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