De traductores profesionales, empresas, páginas web y repositorios de traducción de libre uso.
considerable evidence indicates that managerial networking can boost public program performance, and that more networking – to a point – generates more results. but does the quality of managerial efforts make a difference as well? the answer is yes. we have developed a general measure of managerial quality and applied it to the texas schools dataset. the measure does not isolate the quality of networking alone but rather the quality of management overall. the networking measure clearly taps only quantity of activity; the quality measure includes the quality dimension of both internal and external management. incorporating such a measure of managerial quality in a large-n analysis presents daunting obstacles. we responded by developing a measure that incorporates the judgments of locally informed political overseers, the individual school boards, in annual decisions about remuneration for top managers. the top managers in question are relatively mobile individuals in a competitive labor market with extensive information on salaries and performance. in such a situation, the annual salary determination by a school board can be expected to include some assessment of the quality of job the manager has done. the measure essentially predicts what the manager’s salary should be, based on a set of factors that are highly correlated with salary (district size, human capital investments, prior performance, etc.), and uses the difference between predicted salaries and actual salaries as an estimate of management. quality (see meier and o’toole 2002 for details). analysis shows that top management quality is related to implementation results for almost all performance indicators (meier and o’toole 2002). and, since the quality measure and the networking-quantity measure are uncorrelated, their combined effect size is the sum of the two taken separately; for the public entities in question, this is approximately double that for the networking behavior alone.
เครือข่ายการจัดการมีการเชื่อมโยงเชิงบวกกับประสิทธิภาพทั้งเมื่อองค์กรต้องพึ่งพาทางการเงินกับผู้อื่นและเมื่อเป็นอิสระทางการเงิน แต่มีความสําคัญมากกว่าสําหรับประสิทธิภาพการทํางานในองค์กรที่ต้องพึ่งพาผู้อื่นในการสนับสนุนทางการเงิน ในระยะสั้นเครือข่ายการจัดการมีความสําคัญมากขึ้นในเครือข่ายโครงสร้าง