Understanding the behavior of managers provides an opportunity to assess congruencies between organizational needs and managerial skills. This assessment is critical in federal health-care wherein the environment is rapidly changing. In the current investigation, dimensions of managerial behavior for 267 managers in a federal health-care agency were identified. Recommendations are provided with respect to the relevance of using these dimensions for organizational training and development activities.
Get full access to this article
View all access options for this article.
References
1.
Coulson-ThomasC. J. (1991) Developing tomorrow's professionals today. Journal of European Industrial Training, 15, 3–11.
2.
FriedmanE. (1994) Freedom of choice. Health-care Forum Journal, March/April, 13–17.
3.
LuthansF.RosenkrantzS. A.HennmseyH. W. (1985) What do successful managers really do? An observation study of managerial activities. The Journal of Applied Behavioral Science, 21, 255–270.
4.
MartinkoM. J.GardnerW. L. (1990) Structured observation of managerial work: A replication and synthesis. Journal of Management Studies, 27, 329–357.
5.
McAreavyJ. F.KingG. C.EichornR. (1985) Army Civilian final report. Prepared by United States Army Management Executive and Manager Development System (ACE-MDS), Vol. 1. Rock Island, IL: Engineering Training Activity.
6.
MintzbergH. (1973) The nature of managerial work. New York: Harper & Row.
7.
NorusisM. J. (1988) SPSS/PC+ advanced statistics, V2.0. Chicago, IL: SPSS, Inc.
8.
SchwartzH. (1994) VA and health-care reform: Moving in lockstep. The VA Practitioner, August, 65–66.
9.
TsuiA. S.AshfordS. J. (1994) Adaptive self-regulation: A process of view of managerial effectiveness. Journal of Management, 20, 93–121.