Topic
Functional manager
About: Functional manager is a research topic. Over the lifetime, 1278 publications have been published within this topic receiving 34198 citations.
Papers published on a yearly basis
1 / 2
Papers
TL;DR: In this article, the interaction of the project manager's leadership style with project type, and their combined impact on project success is investigated. But, the authors aim to show that different leadership styles are mo...
704 citations
TL;DR: In this paper, the authors explored the relationship between performance against standards and the effectiveness of project management performance in the workplace, as perceived by senior managers, and found no statistically significant relationship between the performance against the widely used standards in their entirety, and senior management perceptions of effectiveness of workplace performance.
615 citations
TL;DR: The case of the French firm Renault is studied in this paper, which effected a transition from the classical functional organization in the 1960s to project coordination in the 1970s and since 1989 to autonomous and powerful project teams, which had profound and destabilizing effects on the other permanent logics of the firm (task definitions, hierarchic regulations, carrier management, functions and supplier relations).
557 citations
TL;DR: A review of the literature indicates that this understanding is superficial at best as discussed by the authors and that there is virtually no science in managerial work which has never been adequately described, and he has poor access to the manager's information most of which is never documented.
Abstract: The progress of management science is dependent on our understanding of the manager's working processes. A review of the literature indicates that this understanding is superficial at best. Empirical study of the work of five managers supported by those research findings that are available led to the following description: Managers perform ten basic roles which fall into three groupings. The interpersonal roles describe the manager as figurehead, external liaison, and leader; the information processing roles describe the manager as the nerve center of his organisation's information system; and the decision-making roles suggest that the manager is at the heart of the system by which organizational resource allocation, improvement, and disturbance decisions are made. Because of the huge burden of responsibility for the operation of these systems, the manager is called upon to perform his work at an unrelenting pace, work that is characterized by variety, discontinuity and brevity. Managers come to prefer issues that are current, specific, and ad hoc, and that are presented in verbal form. Aa a result, there is virtually no science in managerial work. The management scientist has done little to change this. He has been unable to understand work which has never been adequately described, and he has poor access to the manager's information, most of which is never documented. We must describe managerial work more precisely, and we must model the manager as a programmed system. Only then shall we be able to make a science of management.
525 citations
TL;DR: In this article, the authors identify challenges faced by project managers who execute green construction projects and determine the critical knowledge areas and skills that are necessary to respond to such challenges, which will help establish a knowledge base for project managers to be competitive and to effectively execute sustainable projects.
510 citations
Related Topics (5)
Performance Metrics
| Year | Papers |
|---|---|
| 2025 | 1 |
| 2024 | 3 |
| 2023 | 8 |
| 2022 | 7 |
| 2021 | 2 |
| 2020 | 4 |