Intellectual Capital, Female Manager Innovative Behavior and Catering Business Performance

The problem of the catering business is that tastes tend to be less tasty, mistakes in choosing non-quality cooking ingredients, and employees (chefs) tend not to be painstaking, so it is interesting to research by investigating the relationship of intellectual capital with the innovative behavior of women managers and impacting on business performance through competitive advantage. From 25 catering businesses headed by women managers, we set managers and employees (cooks) as 75 respondents (purposive sampling) with data analysis using WarpPLS 7.0. We found that the better the intellectual capital, the better the innovative behavior of female managers, and the better the catering business performance in Makassar City. We found that the better the intellectual capital, the better female managers' innovative behavior, and the better the catering business performance in Makassar City. We also find that behavior innovation is getting better so that this business has a competitive advantage and good business performance.

Unmasking the career impacts of Queen Bee syndrome within organizational hierarchies

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper concentrates on understanding the experiences of Saudi Arabian women who've worked under a female manager, and on determining how these relationships with senior women impact the career prospects of women lower in the hierarchy. The results reveal that when positive sisterly relationships are achieved with a female manager, the less senior women feel their workplace is aligned with societal values. However, the relationship quickly becomes toxic when female managers begin displaying Queen Bee behaviors to protect their organizational status from potential competition. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Female Manager: Gender Determination of a Healthy Lifestyle

The aim of the study of the lifestyles of women leaders was to investigate the social phenomenon of an increasing trend in the number of female leaders in all areas of society. However, the gendered functional burden of fulfilling the role of a woman as the keeper of the family home remains the same, which sets the stage for research into the determinants of healthy lifestyles for female leaders. The methodological socio-psychological approach of the study is ensured by applying the testing method (to study the dominant behavioural pattern of female leaders). Moreover, the age-based ranging method was embraced in the form of analysing distinctive features of female leadership behaviours at a certain age in life. Furthermore, the method of scaling and defining the expressiveness of traits of a particular behavioural pattern was applied. The findings were processed via a comparative analysis of features of female manager behaviour types in the context of maintaining a healthy lifestyle. In accordance with objective data, the authors are able to state that the predominant pattern (according to the Friedman and Rosenman test) of female leaders is type ‘A’ behaviour – this pattern determines the development of psychosomatic pathology. The basic conclusion demonstrating the novelty of the findings reflects the analysis of the trends in psychological characteristics of female managers of modern businesses as follows: female managers have internalised Type ‘A’ behavioural patterns that promote the use of health resources with the maximum expenditure of psychological resources and the absence of even minimal energy-saving tendencies. The behavioural patterns identified allowed us to identify recommendations for female leaders for healthy lifestyles.

Female Managers in Japan: How to Set the Goal of Increasing Women in Leadership Roles

How to increase the number of female manager is still one of the contemporary issues in Japan. In comparison with other developed countries, Japan is far below others in terms of the level of employing women as management staffs. This paper was undertaken to shed light on the factors hindering the promotion of female manager in Japan workforce. It was also intended to discover more relevant improvement area that Japan government can consider to put more efforts in order to enhance the Japanese women for working as senior positions. The perspective of employee and employer are adopted for discussing and illustrating important insights which are considered able to explain the current phenomenon in Japan. On the other hand, a question from the survey of human resources management in Japanese companies in China (JCCs) which was conducted previously is used to further test if the factors of industry, location, company size, and years of business have any influence on the degree of employing women in management position of Japanese companies in China. According to the result by analyzing 180 valid response, 113 from Mainland China and 67 from Hong Kong, companies in servicing industries are likely to have higher percentage of female manager than those in manufacturing industries. A positive association existed between the industrial factor and percentage of female managers in JCCs.

‘A Good Woman of Business’: The Female Manager in the Portable Theatre

The portable theatre embraced and valorised women throughout its 150-year history (from around 1800 to 1950), taking dramatic performances to towns and cities throughout the United Kingdom and Ireland. Mothers, wives and daughters were also actors and managers in these travelling companies, in close family units, and their career paths reflected both their skills and opportunities. Their working lives were physically hard, often organising theatrical licenses and recruiting professionals, as well as performing themselves. Many women combined the leading lady roles with management and caring for their children. Others were forced to relinquish an acting career to concentrate upon business. Mrs Marie Livesey, with six children to care for, fulfilled her late husband’s ambition to build a permanent theatre and did so, in part, with revenue from her portable theatre. Women managers of portable theatres were respected in their business and their achievements challenge the perception that all theatrical women laboured under ‘restricted conditions’.