1,721,567 research outputs found
“Hero to Zero to Hero” Exploring the Experiences of Football Managers as they Socialise into a New Football Management Job Role
Get PDFOrganisation socialisation is a dynamic, complex process that takes place when an individual transitions into a new job role. Often there are a wide range of factors that an individual faces as they adapt to a new organisation culture. Some individuals may be overwhelmed by a constellation of factors; for example, the socialisation content to be learned, the tactics that an organisation uses, people already in situ and political aspects that are already in play within the organisation (and workgroup). This thesis contributes to the organisation socialisation literature by providing the Hiplex-D model that represents the relationship dynamics that occur when a new manager is employed.
The model is based on 43 semi-structured interviews with managers (men’s and women’s football) to discover their transition experiences during their career. The longest career in men’s non-league football was over 30 years, with several managers having relatively stable periods of between 5-8 years at one club. The majority of the managers have won promotion to a higher level e.g. the national league south (level 5) to national league, with some being promoted into the English League Division 2. The majority have had a successful career in football management, where movement from organisation to organisation is the norm rather than the exception. The ability to improve the performance of a team within a short period of time, and to keep winning, is the only guarantee of job role tenure.
The key findings were twofold. Firstly, it was discovered that there were many elements to the dynamic complexity of the socialisation process that made socialisation challenging in a short timeframe (5-6 weeks). The socialisation process is multi-level; from day 1, a variety of stakeholders engage simultaneously with the new manager. Socialisation is a competitive process wherein a new manager has to motivate a winning team. Creating and maintaining high quality working relationships requires the manager to apply a range of strategies and actions to create mutual benefits for themselves and a range of stakeholders.
The Hiplex-D model identifies that socialisation is multi-levelled, including an extra-organisational level which can be particularly potent. Customers, regulators, journalists (part of the media) and talent agents all compete with the new manager to socialise the new manager from outside the organisation and vice versa. The agency of the new manager during transition (socialisation) is found to be contingent upon three factors: the job role responsibilities, the job role position within the organisation structure, and the individual’s ability to read the political landscape and modify their actions accordingly.
Secondly, the football manager has to demonstrate an ability to read the political landscape and choose political strategies and actions that show political astuteness in action. The ability to understand the football management role in terms of relative power relations/objective configuration enables the new manager to become a social chameleon. Key facets of political astuteness are the evaluation of the political strategies and actions available and the choice of one that enables the maintenance or improvement in a relationship. Many times this comes in the form of a compromise where the football manager flexes their objective as far as they can to align with the stakeholder concerned. The choice of the manager to work collaboratively or adversarially is explored during the socialisation period.
The transition made by internal appointees was more difficult than that of external appointees. Assistant managers (internal appointees) who had little or no experience of dealing with the organisation level, e.g. chair and board, and the extra-organisational level had not developed appropriate political strategies to deal with these stakeholders. The internal appointee transitions from a single level of socialisation, i.e. workgroup, where the manager enjoys significant relative power relations over the workgroup. However, at the organisation and extra-organisational level, stakeholders have relative parity or relative power superiority. This means that the new manager has to be more nuanced in their choice of political strategies and actions to protect the quality of each particular stakeholder relationship. For example, having a conflict with the chairperson may indeed end in a manager’s immediate dismissal, whilst a conflict with a key workgroup colleague could lead to an emotional contagion that eats away at the fabric of the team
Lentireduvius, a new genus of Peiratinae from Brazil, with a key to the New World genera (Hemiptera: Reduviidae)
No full textCai, Wanzhi, Taylor, Steven J. (2006): Lentireduvius, a new genus of Peiratinae from Brazil, with a key to the New World genera (Hemiptera: Reduviidae). Zootaxa 1360: 51-60, DOI: 10.5281/zenodo.17468
A new species of Halictophagus (Insecta: Strepsiptera: Halictophagidae) from Texas, and a checklist of Strepsiptera from the United States and Canada
Get PDFKathirithamby, Jeyaraney, Taylor, Steven J. (2005): A new species of Halictophagus (Insecta: Strepsiptera: Halictophagidae) from Texas, and a checklist of Strepsiptera from the United States and Canada. Zootaxa 1056: 1-18, DOI: 10.5281/zenodo.17010
Comments on the neglected nymphs of mud crickets in the genus Mirhipipteryx (Caelifera: Tridactyloidea: Ripipterygidae)
No full textBaena-Bejarano, Nathalie, Heads, Sam W., Taylor, Steven J. (2018): Comments on the neglected nymphs of mud crickets in the genus Mirhipipteryx (Caelifera: Tridactyloidea: Ripipterygidae). Zootaxa 4486 (2): 180-188, DOI: 10.11646/zootaxa.4486.2.
FIGURES 18–25 in Lentireduvius, a new genus of Peiratinae from Brazil, with a key to the New World genera (Hemiptera: Reduviidae)
No full textFIGURES 18–25. Lentireduvius brasiliensis Cai & Taylor, sp. nov., ♂. 18, left paramere; 19–21, right paramere; 22, 23, phallus; 24, 25, phallosoma; 18, 20, outer ventrolateral view; 21, inner ventrolateral view; 19, inner lateral view; 24, dorsal view; 22, 25, left lateral view; 23, right lateral view. Scale bar = 1 mm.Published as part of Cai, Wanzhi & Taylor, Steven J., 2006, Lentireduvius, a new genus of Peiratinae from Brazil, with a key to the New World genera (Hemiptera: Reduviidae), pp. 51-60 in Zootaxa 1360 on page 58, DOI: 10.5281/zenodo.17468
Going Beyond Counting First Authors in Author Co-citation Analysis
Get PDFThe present study examines one of the fundamental aspects of author co-citation analysis (ACA) - the way co-citation
counts are defined. Co-citation counting provides the data on which all subsequent statistical analyses and mappings
are based, and we compare ACA results based on two different types of co-citation counting - the traditional type that
only counts the first one among a cited work's authors on the one hand and a non-traditional type that takes into
account the first 5 authors of a cited work on the other hand. Results indicate that the picture produced through this non-traditional author co-citation counting contains more coherent author groups and is therefore considerably clearer. However, this picture represents fewer specialties in the research field being studied than that produced through the traditional first-author co-citation counting when the same number of top-ranked authors is selected and analyzed. Reasons for these effects are discussed
New Records ofOnthophagus cavernicollisHowden and Cartwright (Coleoptera: Scarabaeidae) from Ozark Caves, with a Review of Scarabaeoids Reported from North American Caves
No full textSlay, Michael E., Skelley, Paul E., Taylor, Steven J. (2012): New Records ofOnthophagus cavernicollisHowden and Cartwright (Coleoptera: Scarabaeidae) from Ozark Caves, with a Review of Scarabaeoids Reported from North American Caves. The Coleopterists Bulletin 66 (3): 187-199, DOI: 10.1649/072.066.0302, URL: http://dx.doi.org/10.1649/072.066.030
Variations on the Author
Get PDF“Variations on the Author” discusses two of Eduardo Coutinho’s recent films (Um Dia na Vida, from 2010, and Últimas Conversas, posthumously released in 2015) and their contribution to the general question of documentary authorship. The director’s filmography is characterized by a consistent yet self-effacing form of authorial self-inscription: Coutinho often features as an interviewer that rather than express opinions propels discourses; an interviewer that is good at listening. This mode of self-inscription characterizes him as an author who is not expressive but who is nonetheless markedly present on the screen. In Um Dia na Vida, however, Coutinho is completely absent form the image, while Últimas Conversas, on the contrary, includes a confessional prologue that moves the director from the margins to the center of his films. This article examines the ways in which these works stand out in the filmography of a director who offers new insights into the notion of cinematic authorship
Appropriate Similarity Measures for Author Cocitation Analysis
Get PDFWe provide a number of new insights into the methodological discussion about author cocitation analysis. We first argue that the use of the Pearson correlation for measuring the similarity between authors’ cocitation profiles is not very satisfactory. We then discuss what kind of similarity measures may be used as an alternative to the Pearson correlation. We consider three similarity measures in particular. One is the well-known cosine. The other two similarity measures have not been used before in the bibliometric literature. Finally, we show by means of an example that our findings have a high practical relevance.information science;Pearson correlation;cosine;similarity measure;author cocitation analysis
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