managerialman‧a‧ge‧ri‧al /ˌmænəˈdʒɪəriəl $ -ˈdʒɪr-/ ●○○ adjective 
managerial skills
EXAMPLES FROM OTHER DICTIONARIES
- Managerial skills and technical expertise are often in short supply.
- a managerial decision
- This is her first managerial job.
- This is the biggest crisis of his managerial career.
- Another loss would be another nail in Branfoots managerial coffin.
- In the years to come they had much to learn about themselves; their managerial identity was just beginning to take hold.
- It justifies managerial power by showing that those who are affected by it are involved in making managerial decisions.
- Ranieri was impulsive in a way that business school case studies seldom account for when they analyze managerial decision making.
- The research, therefore, studies the implications of these trends for individuals and their families within selected professional and managerial occupations.
- The subordinates alternately described the managerial role as providing sales leadership and as maintaining an efficiently run organization.
- Their decisions are binding on industrial tribunals and have had a significant impact on managerial practices by major employers.
- Today, managerial and professional workers have become increasingly vulnerable.
Longman Language Activatorthe job of being a manager
the job or skill of being a manager: · Val has finished college and is looking for a job in management.· a course aimed at improving management skillsgood/bad management: · The failure of many small businesses is caused by bad management.
connected with being a manager - use this about the jobs that managers do or the skills that they need: · This is her first managerial job.· This is the biggest crisis of his managerial career.· Managerial skills and technical expertise are often in short supply.
WORD SETSAOB, bookkeeping, nounCEO, nounchairman, nouncompany secretary, nounconsortium, nouncontractual, adjectivecosting, noundenationalize, verbdirector, noundirectorate, noundirectorship, nounflow chart, nounfront office, nounhatchet man, nounhuman resources, nounline management, nounline manager, nounmaladministration, nounmanagement, nounmanagement consultant, nounmanager, nounmanageress, nounmanagerial, adjectivemiddle management, nounnon-executive director, nounposition paper, nounpresident, nounpyramid, nounquality assurance, nounquality control, nounsilent partner, nounventure, nounvice-president, nounwhite knight, noun
COLLOCATIONS FROM OTHER ENTRIES allegations of professional incompetence
· There are many careers that require a high degree of linguistic competence.
(=skill at managing people at work)· Does he have the management expertise required to make the department more productive?
allegations of professional incompetence (=a job that involves being a manager)· Women in managerial occupations tend to have children later.
COLLOCATIONS FROM THE CORPUSNOUN· He gets his deviants back into line with a firm, fair and consistent managerial approach.· However, managerial approaches are often perceived to be less effective than physical action.· Obtaining equity financing, by contrast, could be accomplished through more traditional managerial approaches.· All the best traditional managerial approaches are principle based.· Traditional managerial approaches do not work because they assume that most people already possess most of the capabilities required for performance.· Iberian Motors' managers followed managerial approaches more suited to stability than to change.
· The raising of morale has been imposed by management in pursuance of surplus value and the maintenance of managerial authority.· Technical and functional expertise, in addition to hierarchy provide the basis for managerial authority People learn by being trained.· Responsibility and accountability are coupled with managerial authority.· Strikes, in other words, represent a challenge to managerial authority.· Focusing on class situation enabled us to assess the significance of the challenge that the information specialists might pose to managerial authority.· There is an hierarchical structure, but managerial authority is respected as a benign guardian of company interests.
· This intervention has the effect both of undermining managerial autonomy and of weakening the coherence of political control by blurring objectives.
· If you develop good habits they will stand you in good stead in your business and managerial career.· The managers motivations appeared to be ones consistent with traditional assumptions about the appropriate reasons for pursuing a managerial career.· Critical Right now, though, he faces the most critical time in his managerial career.· He attributed his decision to pursue a managerial career mainly to this experience.· They were eleventh in Division Four when he began his managerial career as a frowned-upon caretaker twelve months ago.· Is my technical background solid enough to build a managerial career on?· Most others had decided to pursue a managerial career only after years of experience as a producer.· Why the new managers chose to pursue a managerial career was one of the first issues they considered in our earliest conversations.
· Of graduates, more than 80% have ended up in the professional and managerial classes.· Too many people, a declining economy and global competition began squeezing the new managerial class.· Consistently, those elderly from the professional and managerial classes experience better health than their contemporaries from the manual occupation groups.
· Thus, when the managerial control of labour is thwarted by industrial action, ultimately the employment relationship itself is being undermined.· The new managers still had much to learn about managerial control.· Ideology is an important part of the apparatus of managerial control.· Finally, Work place 2000 will move away from managerial control to employee self-control.· The managerial controls and the strict guidelines have played their part.
· At present, managerial decisions are guided by the quest for economic security.· Ranieri was impulsive in a way that business school case studies seldom account for when they analyze managerial decision making.· By opting out one decides to delegate some of the managerial decisions to a lower level.· Every managerial decision required trade-offs among competing interests.· The courts' own role in reviewing managerial decisions is in turn defined by their own expertise.· It justifies managerial power by showing that those who are affected by it are involved in making managerial decisions.
· The Bush team's depth of managerial expertise has been rightly praised.· And unlike traditional managerial expertise, most managers and leaders have neither learned nor experienced these skills yet.· This is especially true if the company is looking for key managerial expertise or rare technical skills.
· Given the power of the managerial hierarchy to dispense or withhold rewards, open acts of defiance expose individuals to reprisal.· It had two primary characteristics: multiple operating units and managerial hierarchies.· Both reasons for fragmenting work imply the creation of a managerial hierarchy to co-ordinate and control the various fragmented jobs.· As an organizational system, managerial hierarchy has never been adequately described and has just as certainly never been adequately used.· What we need is managerial hierarchy that understands its own nature and purpose.· And, if they do, how should their organisational structure be incorporated into the managerial hierarchy of the hospital?· The problem is that our managerial hierarchies are so badly designed as to defeat the best efforts even of psychologically insightful individuals.
· The airline cut 600 managerial jobs in December.· None the less, competition for top managerial jobs will be keen.· These pressures were built into the managerial job and could exhaust and paralyze if not confronted.
· Thus, an efficient managerial labour market would be enough.· I introduced above the idea of a managerial labour market in the context of the salary package setting procedure.· Secondly, if the managerial labour constraint is powerful, performance may not be very much worse.· Finally, we come to the managerial labour market constraint.· The managerial labour market thus has both an internal and an external dimension.
· That is to say, they are designed as tiers of managerial levels.· Staff at executive and managerial level were expected to speak at least two foreign languages.· Initially, at managerial level, an educational programme was undertaken by outside consultants.
· At Shell Chemicals 30 women take up 9.3 percent of the managerial positions.· The first real managerial position might be as project manager, programming supervisor, systems supervisor, or software manager.· The perception of women's inability to take on managerial positions are almost universal.· They had erroneously assumed these needs could be met in a managerial position.· Let's take a managerial position as an example.· Many executives who leave their jobs transfer to other executive or managerial positions, limiting openings for new entrants.· And the prevailing compensation structure in practically all businesses reinforces this attitude because it is heavily biased towards managerial positions and titles.· Health authorities are currently appointing some health professionals, mainly doctors, into managerial positions with nursing as part of their remit.
· Alan Milburn smart young executive seeking managerial post in progressive company.· By the age of twenty-one he had a managerial post in charge of fifteen people.· There is, therefore, a preponderance of lower paid posts, and a lack of professional and managerial posts.
· That method depended, as we have seen, on managerial power being limited in two ways.· The two major components of these new managerial powers and responsibilities are financial delegation and staffing delegation.· Neither the market nor the internal structuring of power within the company is accepted as a viable means of constraining managerial power.· The problem of how to legitimate managerial power must be tackled from an entirely new perspective.· Instead they prefer simply to tinker with the particular mechanisms advocated for controlling corporate managerial power.· Finally, some fresh methods by which managerial power might be justified will be explored.· In the following two sections the two strategies employed by this model to legitimate corporate managerial power will be examined more closely.· Firstly, the justification given by the model for vesting substantial managerial power in the hands of the directors will be investigated.
· For some schools, especially primary schools, it will be the new managerial responsibilities which will bring the most daunting challenge.· Thus, a major managerial responsibility was dealing with the problem employee.· There will also be two books and a series of training courses for head teachers and others with managerial responsibilities in schools.· Most claimed that staffing and training were especially important managerial responsibilities in building an efficient organization.· In an important sense, the expansion of managerial responsibilities was the corollary of the move towards a more flexible process operator.· In spite of their established qualifications as individual contributors, many new managers never adjust successfully to managerial responsibilities.· As well as these basic relationships, formal structure is identified with the major areas of managerial responsibility.· The wives of prosperous burgesses also had a good deal of managerial responsibility and authority.
· But defining the basic nature of the managerial role reveals only part of what a managerial layer means.· Consequently, managerial roles in both companies were becoming more complex and demanding.· Management's need for accountability is not satisfied and doctors are uncertain about the balance between their clinical and managerial roles.· Role Strain A number of sources of role strain are built into the managerial role: overload, ambiguity, and conflict.· The emphasis is clearly on the probation officer as part of the criminal justice system with a managerial role in supervising punishment.· Of course the stresses inherent in the managerial role persisted, but most no longer felt debilitated by them.· Two years later, the establishments ceased to play a major managerial role.· Like the others in the managers' networks, their peers defined the managerial role according to their own priorities.
· But it is hard to persuade voters that you have managerial skills if you have been out of office for 11 years.· He believes that the Bulls are an executive brainstorm, a tribute to the managerial skills of himself and owner Jerry Reinsdorf.· Nor is there much evidence pointing to their general education as the origin of their vision and managerial skill.· Knowledge of their applications is vital to upgrade managerial skills and to enhance advancement opportunities.· It is essential to recognise and develop managerial skills in registered nurses for three reasons.· In my experience, most specialists see their strengths in terms of their technical education and expertise, not their managerial skills.· They have also led to improvements in the managerial skills of staff in these organisations.· Perhaps their struggles with delegation, a fundamental managerial skill, best exemplified how much they had left to learn.
· Chrysler has already suspended production at one of its main assembly plants and cut back on managerial staff.· If the organisation did all customer liaison work from head office it might need fewer managerial staff.
· The complex man will respond to no single managerial strategy, but will consider its appropriateness to circumstances and his own needs.· In such situations the most effective managerial strategy may be for the ReD unit to try to gain power within the organization.· Chapter 8 takes up another theme from chapter 6: why managerial strategies concentrate on particular issues rather than others.· The analysis stresses that managerial strategy in public enterprises develops by a process of negotiation between the enterprises and the state.
· Imagine that we are interested in the effect of a new managerial style on output.· Perry, a successful businessman, brought a brisk and decisive managerial style to the Defense Department.· Some, used to a more old-fashioned top down managerial style are cynical about such an approach.· AT&T says the deal amounts to a fundamental change in its managerial style and will take years to prove itself.· Avoid implying that you would like to see the other person adopt your own managerial style.
· Where job ladders are created, further managerial work is involved in managing the operation of the internal labour market.· In time, they realized that the culprit was just managerial work.· More field work studies of systems analysts and how they relate to managers should illuminate this little known area of managerial work.· Distinguished practitioners and academics have produced volumes about managerial work and proposed a variety of conceptualizations.· As well as creating major development opportunities for team members this shift has a profound influence on managerial work.· It is instructive to compare the new managers' expectations about management with descriptions in the literature on managerial work.· Their model of managerial work had been at once broadened and refined.· They liked managerial work less than they expected.
WORD FAMILYnounmanagementmanagermanageabilitymanageressadjectivemanageable ≠ unmanageablemanagerialverbmanage
relating to the job of a manager: managerial skills