Managing the Manage Processes

  • Bititci, Umit, (Principal Investigator)
  • Davies, John, (Co-investigator)
  • Gibb, Stephen, (Co-investigator)
  • MacBryde, Jillian (Co-investigator)
  • Shafti, Farhad, (Co-investigator)
  • Van Der Meer, Robert (Co-investigator)

Project: Research

Description

The overall aim of the proposed research is to answer the question “what makes the successful companies different?” and go on to develop a practical self-assessment tool that could be used to assess the capabilities of the manage-processes.

Key findings

Findings suggest that the five managerial processes and their constituent managerial activities, identified through the empirical research, influence performance of organisations as an interconnected managerial system rather than as individual processes and activities. Also, the execution and maturity of this managerial system is influenced by the perceptions of the managers who organise it. Furthermore, the results suggest that in higher performing organisations, managers demonstrate a wider awareness of the overall managerial system; achieve a balance between short-term and future-oriented activities; exploit their managerial activities for multiple purposes; demonstrate greater maturity of managerial activities; and pay greater attention to the organisation of the managerial system
AcronymManageProcesses
StatusFinished
Effective start/end date1/01/0331/07/08

Funding

  • EPSRC (Engineering and Physical Sciences Research Council): £372,945.00

Fingerprint

Managers
Maturity
Self-assessment
Empirical research
Assessment tools