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首页> 外文期刊>Journal of advances in management research >The relation between manager type and high-performance achievement
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The relation between manager type and high-performance achievement

机译：经理类型与高性能成就之间的关系

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Purpose - One of the most important factors for the success of an organization is the quality of its managers. However, this is a rather general statement, because there are many different types of managers with different work styles. This begs the question: are all types of managers, regardless of their work styles, important to organizational success or only managers with specific work styles? This study aims to investigate the answer to this question by examining the relationship between two specific elements of managers' work styles - the role a manager plays in the work team and the preferred manner of change management a manager applies -and their effect on the level of performance of their organization, as measured by the high-performance organization (HPO) framework. Design/methodology/approach - This study was part of a larger study into the drivers of success of franchise supermarkets in The Netherlands. A questionnaire was constructed, in which, among others, the following were explored: the level of performance (according to the HPO Framework), the preferred team role of the franchiser (using the Belbin team role model) and the change management approach of the franchiser (using De Caluwe and Vermaak's color theory). The questionnaire was sent to 400 Dutch supermarket franchisers, and the data received were subject to statistical analysis. Findings - The study results clearly indicated that certain types of managers are important to organizational success in the supermarket sector. There are specific types of managers - in the sense that these managers have specific roles they play and specific change styles they apply - that seem to be more effective in creating and maintaining an HPO. These roles, as described by Belbin, are chairman and plant; the change style is De Caluwe and Vermaak's color red. Research limitations/implications - The study results add to the literature on high performance and HPOs, because team roles and color change styles have not been related to the factors for high performance to date. Originality/value - Although the fact that certain types of managers, in certain contexts, are more effective than others is not a new finding, this is the first time specific team roles and a specific change style have been found that would enable managers to create and maintain an HPO.
机译：目的 - 组织成功的最重要因素之一是其经理的质量。但是，这是一个相当一般的声明，因为有许多不同类型的经理具有不同的工作风格。这引出了问题：无论他们的工作方式，无论他们的工作方式如何，都对组织成功或仅具有特定工作风格的经理很重要？本研究旨在通过检查经理工作风格的两种特定要素之间的关系来调查对这个问题的答案 - 经理在工作团队中扮演的角色以及经理的更改管理的首选方式 - 他们对水平的影响由高性能组织（HPO）框架衡量的组织表现。设计/方法/方法 - 本研究是荷兰特许经营超市成功驱动程序的更大研究的一部分。建造了调查问卷，其中，其中，探索了以下内容：绩效水平（根据HPO框架），特许经营者的首选团队角色（使用Belbin Team榜样）和变更管理方法特许经营者（使用De Caluwe和Vermaak的颜色理论）。调查问卷被发送到400名荷兰超市特许经营者，收到的数据受到统计分析。调查结果 - 研究结果清楚地表明，某些类型的管理人员对超市行业的组织成功很重要。有特定类型的管理者 - 在这些管理者有特定的角色，他们扮演的特定角色以及它们所申请的特定变更样式 - 似乎更有效地创建和维护HPO。如贝莱恩所述的这些角色是董事长和植物;改变风格是de Caluwe和Vermaak的颜色红​​色。研究限制/含义 - 研究结果为高性能和HPO的文献增加，因为团队角色和颜色变化样式迄今为止的高性能因素没有相关。原创性/值 - 尽管某些类型的管理人员在某些情况下比其他语境更有效不是一个新的发现，但这是第一次特定的团队角色和特定的更改样式，这将使管理人员能够创建管理者并维持HPO。

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