Anıl Sural - Difference Between New Graduate Manager and Experience Manager

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‘’Experience in executive and a recent graduate manager work in the same place and how does it affect the performance ‘’

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Anıl Sural - Difference Between New Graduate Manager and Experience Manager

  1. 1. Okan University Faculty of Economics and Administrative Science Department of Business AdministrationBUS401.1 - Research Methods in Administrative Sciences Assistant Professor Lecturer Işık Çiçek
  2. 2. SUBJECT‘’Experience in executive and a recent graduate managerwork in the same place and how does it affect theperformance? ‘’SUMMARYWork experience is the experience that a person has beenworking, or worked in a specific field or occupation.Functional experience and expectations you can get allfrom job. Experience is the knowledge acquired in amatter accumulation over time.
  3. 3. INTRODUCTIONThe purpose of this project is appreciating the experience in executive and a recent graduatemanager work in the same place and how does it affect the performance. We have included thefollowing steps :•literature•model and hypothesis•information about the sector•general information about the visited company•SPSS analysis•bibliography and responses for open and closed-ended questions.We completed our project step by step.In this study firstly we choosed a company that can share some information about employees with usand we got general information from the human resources manager of the company. According thethis information we choosed a model for research methods and we created a survey which includesour model. We implemented that surveys with 30 employees who works in SHR İnteraktif ServislerSan. ve Tic. A.Ş. According to the results we prepared an excel form of results and we used thatresults at SPSS program. SPSS program is very useful for our project. Because we can see all theresults and analysis on SPSS that we need.Also, with this project we started for research literature and we searched for article that contains ourmodel.
  4. 4. LITERATURE
  5. 5.  Teamwork… The ability to develop a sense of teamwork and camaraderie among workers is one ay that relational demography can prove to be an important area of study for organizational psychologists and for other human resources managers. Organizational Culture… The development of a strong organizational culture is also an important by product of using relational demography.
  6. 6.  Limit… While relational demography appears to have positive implications in the business world, there are some questions about its ability to accurately assess individual and group attitudes and behaviors. Similarities… Relational demography indicates that the more similarities workers in the same social group have among one another, the more likely it is that these workers will develop positive work attitudes and behaviors.
  7. 7. Demographic similarity and advancement opportunities… Individuals who are demographically similar to the rest of their work units will perceive more opportunity for advancement than individuals who are demographically different from the rest of their work units.Using self-categorization theory to understand relationaldemography-based variations in people’s responsivenesstoorganizational culture… Officers from a large financial services firm who were more demographically different from their coworkers behaved more cooperatively when their business unit emphasized collectivistic rather than individualistic cultural values.
  8. 8.  Demographic differences, social categorization, and cooperative behavior… People categorize demographically different people as out-group members and similar people as in-group members and also vary their cooperation depending on these categorizations. The impact of relational demography on the quality of leader-member exchanges and employees’ work attitudes and well-being… Recent research has suggested that demographic characteristics (such as gender, age, tenure) can play an important role in the quality of leader–member exchanges
  9. 9. Relational demography… Largely independent of studies of person-culture fit, a separate body of research on organizational Relational demography has developed examining how demography variations in an organization’s demographic composition affects performance. The gender similarities hypothesis… Here, the author advances a very different view, the gender similarities hypothesis, which holds that males and females are similar on most, but not all, psychological variables.
  10. 10.  Gender similarities and differences… Gender-differences research is an extremely active area; often 50 or more studies can be found on a single aspect of gender differences. Meta-analysis has emerged as an excellent method for assessing these large research literatures to determine which findings are reliable. Gender as a stimulus… In the preponderance of psychological research, gender is considered to be an individual-difference or person variable. An alternative approach recognizes that gender is a social-stimulus variable as well.
  11. 11. Socioculturel influences on gender differences… Some of the most exciting research and theory on sociocultural influences on psychological gender differences is coming from cross-national research and research on gender and ethnicity in the United States.Gender and ethnicity in the United States… Scholars in womens studies have long urged the study of the intersection of gender and ethnicity. Translated to the language of psychological science, this is equivalent to a hypothesis of an interaction of gender by ethnicity.
  12. 12.  Top management team demography and corporate strategicchance… This study examined the relationship between the demography of top management teams and corporate strategic change, measured as absolute change in diversification level.Age and tenure in relation to organizational commitment: A MetaAnalysis… Age and tenure are considered important correlates of organizational commitment (OC). However, the relations between these variables and OC were found to be relatively weak. This meta-analysis examines the relations between age and tenure and OC across different time frames of employment stages.
  13. 13. MODEL Functional Expertise : Expectations from job (fresh position) Relational Demography: -Educational Level -Age ROI -Organizational Tenure
  14. 14. H0 I : There is no relationship between educational level and RoiH1 I : There is a positive relationship between educational level and RoiH0 II : There is no relationship between age and RoiH1 II : There is a negative relationship between age and RoiH0 III : There is no relationship between organizational tenure and RoiH1 III : There is a positive relationship between organizational tenure and RoiH0 IV : There is no effect of expectations from job on the relationship betweeneducational level and RoiH1 IV : There is a positive effect of expectations from job on the relationshipbetween educational level and RoiH0 V : There is no effect of expectations from job on the relationship between ageand RoiH1 V : There is an effect of expectations from job on the relationship between ageand RoiH0 VI : There is no effect of expectations from job on the relationship betweenorganizational tenure and RoiH1 VI : There is a positive effect of expectations from job on the relationshipbetween organizational tenure and Roi
  15. 15. INFORMATION OF THE SECTOR Teknolojik gelişmeler eğlence sektöründe önemli bir rol oynamaktadır. Teknolojik gelişmeler, yeni eğlence ürünlerinin ortaya çıkmasını sağlamıştır. Sinema, müzik, video oyunları gibi ürünler, dijital çağda iyi yönde geliştirilebilen eğlence ürünleri olarak ortaya çıkmaktadır. Bu durumda da teknoloji, eğlence endüstrisinin ekonomik yapısını büyük oranda etkilemekte ve değiştirmektedir. Teknolojideki gelişmeler, kitlelere ürün dağıtımını kolaylaştırıp artırarak, spor ve eğlence pazarlamasının değişimine neden olmuştur. Teknolojinin eğlencede yarattığı yeni dönüşüm ve değişimlerin sayısı fazla olmuştur. Sinema, radyo, TV, video kaydediciler, CD, DVD ve internet; dünya çapında eğlence ürünlerinin yayılmasını daha da kolaylaştırmıştır.
  16. 16. GENERAL INFORMATION ABOUT THE VISITED COMPANY 2009 yılında kuruluşundan bu yana yayıncı ve yapımcı olarak Dijital Eğlence sektöründe oyun severlere hizmet veren SHR Group; Türkiye, OrtaDoğu ve Kuzey Afrika Bölgesi’nin lider firmasi olarak hizmet vermektedir. Şirketin amacı, bölgedeki Dijital Eğlence Sektörü boşluğunu kapatarak, oyun severlerin beklentilerine ve ihtiyaçlarını karsılayacak bir hizmet anlayışı ile en kaliteli ve zengin içerikli online oyunları Türkçe ve Arapça lokalizasyon ile sunmaktır.7/24 müşteri desteği, Adan Zye oyun lokalizasyonu, yerel pazar ve bölgeselpazarlamaya verilen değer, sosyal ağlardaki eğlence ortamı ve online oyun keyfinibirlestiren yapısı, oyuncular için kolay ödeme seçenekleri, MMOFPS, MMORPG, MMOAksiyon, Sosyal Oyunlar, Spor, Dans ve Müzik Oyunları ve Mobil Oyunlar gibi oyunkategorilerinin farklı kesimleri ile dijital eğlence sektörü kapsamında animasyonyayıncılığı, radyo ve sosyal iletişim ağları SHRnin sunduğu baslıca hizmetlerdir.
  17. 17. 14 milyon kayıtlı oyuncu, 80.000 üzerinde anlık oyuncuya (PCCU) sahip Joygame;Joymoby, Joygame TV, Joygame Radyo, Joygame Store ve JoyOtaku Anime Portalları ilebirlikte bölgenin en yüksek ziyaretçiye sahip internet firmalarından biridir.
  18. 18. Products…Joygame, Joygame Arabic, Joymoby,Joyotaku, Hengame, Jeton, Joygame Store(Online MMRP Oyunlar)Partners… Softynx (Wolfteam-Rakion), Kylin Games,Wayi Interactive, Skeinglob, CJ, Nurien, Karnaval(Jeton), Perfect World (Battle Of Immortals), Frogwares (World Of Battles), Bigpoint, GameSultan, Turkcell, Cruncyroll, Spectrum Medya (Karnaval), Mighty Gamers, Avea, Vodafone, Pay to Go
  19. 19. Social responsibility… TEGEV, Birsilgibirkalem.org, Mavi kapak, OSÜB Projesi… SHR personelleri arası “Joy Wars” oyun turnuvaları ve ödüllendirmeler.Awards…• Level Dergisi-Yılın En İyi Aksiyon Oyunu-2011• Level Dergisi-Yılın En Çok Oynanan Oyunu-2011• Google Zeitgeist-En Hızlı Yükselen 10 Google Araması-2011• Webrazzi- En İyi Oyun- 2011• Altın Örümcek-Birincilik Ödülü-2012• IMA (Interactive Media Awards) Outstanding AchievementAward Gaming Kategorisi Birinciligi-2012• IMA (Interactive Media Awards) Outstanding AchievementAward Community Kategorisi Birinciligi-2012
  20. 20. SPSS ANALYSISEvaluation of computer based tools for research… What is SPSS?..  Statistical Package for the Social Sciences  Data management and analysis  Presentation functions, including statistical analyses and graphical presentation of data  Uncover key facts, patterns and trends  Help for decisions making
  21. 21. Base System of the SPSS… Required to run SPSS. Reads data files; Data and file manipulation Procedures for report writing Descriptive statistics Cross-tabulation tables and analysis T-tests Correlation Analysis of variance Regression Cluster analysis Factor analysis Nonparametric statistics
  22. 22. TheAnalyticalProcess
  23. 23. Strength of SPSS…• Ease of use particularly with the Windows releases• Support a variety of charts and graphs(Categorical charts, Quality control charts, Scatterplots, Density charts,Diagnostic and exploratory plots, Probability plots, Autocorrelation and partialautocorrelation function plots, Cross-correlation function plots, Multiple usecharts, Custom charts )• The ability to manage a complex data set• To create new variables from existing information• To provide many types of analysis which are not available in other packageprograms• SPSS has a friendly data editor that resembles Excel thatallows you to enter your data and attributes of your data(missing values, value labels, etc.)Analysis of variance (SPSS allows you to perform manykinds of tests of specific effects) and multivariate analysis.(e.g. manova, factor analysis, discriminant analysis)
  24. 24. Weaknesses…• Problems in positioning graphics precisely on the pages, difficulties in editinggraphs, limited graphical capabilities in early releases.• Need to have some of the newer graphs - dot plots, mosaic plots, comparativebar charts with central base line• The graphic editor is not very versatile.• Automatic scaling: makes it difficult to present different charts using the samescale for comparisons.• Need for fast processor for work with charts• Lacks many regression analysis techniques.• Difficult to edit output.• No indication for significant figures for partial correlation.
  25. 25. SPSS OutputSome of the important tables on SPSS… Model Summaryb Mode R R Adjusted Std. Error Durbin- l Square R Square of the Watson Estimate 1 .613a .376 .328 .46843 1.695 a. Predictors: (Constant), iort, bort b. Dependent Variable: üort In this table; we can see R square & Dubin-Watson values. Our R square is 0.376 and Durbin-Watson value is 1.995. We know Dubin-Watson value is important for time series and it should be between 1.5 & 2.5 . So, our Dubin-Watson value is suitable for this research.
  26. 26. ANOVAaModel Sum of df Mean Square F Sig. Squares Regression 3.439 2 1.720 7.837 .002b1 Residual 5.705 26 .219 Total 9.144 28a. Dependent Variable: üortb. Predictors: (Constant), iort, bort In this table; we can see Sig. value. Our Sig. value is 0.376 . We know Sig. value is important for regression and it should be under the 0.05 . So, our Sig. value is suitable for this research and our regresssion is valid.
  27. 27. CoefficientsaModel Unstandardized Standardized t Sig. Coefficients Coefficients B Std. Error Beta 1.079 1.012 1.066 .296 (Constant)1 .388 .257 .235 1.507 .144 bort .650 .188 .539 3.457 .002 iortIn this table; we can see Standardized Coefficients values on Beta. OurStandardized Coefficients values are 0.235 and 0.539 .We know Standardized Coefficients values on Beta effects our regression so muchand we know the iort value 0.539 is effect our dependent more than bort value0.235 which is Standardized Coefficients value on Beta.
  28. 28. Some of the important charts on SPSS…In this chart; we can see Regression Standardized Residual on dependent variableüort.Our chart is normal distribution chart and it is suitable for this study.
  29. 29. In this chart; we can see Normal P-P Plot of Regression Standardized Residual ondependent variable üort.Our chart included the points that focusing on the line.
  30. 30. BIBLIOGRAPHYAncona, D. G., & Caldwell, D. F. (1992). Demography and design: Predictors of Ibarra, H. 1995. Race, opportunity, and diversity of social circles in managerial new product networks.team performance. Organization Science, 3, 321-341. Academy of Management Journal, 38: 673-703.Bedian, A. G., Ferris, G. R., & Kacmar, K. M. (1992). Age, tenure, and job O’Reilly, C., Chatman, J., & Caldwell, D. 1991. People and organizational satisfaction: A culture: A profile comparison approach to assessing person-organizationtale of two perspectives. Journal of Vocational Behavior, 40, 33-48. fit. Academy of Management Journal, 14: 487-516.Chatman, J., Polzer, J., Barsade, S., & Neale, M. 1998. Being different yet Pelled, L. 1996. Demographic diversity, conflict, and work group outcomes: An feeling similar: intervening process theory. Organization Science, 7: 615-631.The influence of demographic composition and organizational culture on workprocesses and outcomes. Administrative Science Quarterly, 43: 749-780 Petersen, T. 1992. Individual, collective, and systems rationality in work groups: Dilemmas and markettype solutions. American Journal of Sociology, 98: 469-510.Chatman, J., & SPATARO, S. (2005) USING SELF-CATEGORIZATION THEORYTOUNDERSTAND RELATIONAL DEMOGRAPHY–BASED VARIATIONS IN Riordan, C., & Shore, L.1997. Demographic diversity and employee attitudes: An empirical examination of relational demography within work units.PEOPLE’S RESPONSIVENESS TO ORGANIZATIONAL CULTURE. Academy Journal of Applied Psychology, 82: 342-358. ofManagement Journal 2005, Vol. 48, No. 2, 321–331. Riordan, M, & Shore, L (1997). Demographic Diversity and Employee Attitudes: AnCohen A. (1993). Age and Tenure in Relation to Organizational Commitment: Empirical Examination of Relational Demography within Work Units, Journal A Meta- ofAnalysis. BASIC AND APPLIED SOCIAL PSYCHOLOGY, 1993, 14(2), 143-159. Applied Psychology, 1997, Vol. 82. No. 3, 342-358Ely, R. J. (1995). The power in demography: Womens social construction of Robbins, H., & Finley, M. 2000. Why teams don’t work. San Francisco: Barrett- gender identity at work. Academy of Management Journal, 38, 589-634. Koehler Publishers.Yammarino, F., & Waldman, D. 1993. Performance in relation to jobEpitropaki O., & Martin R., (1999). The impact of relational demography on skill the quality of leader–member exchanges and employees’ work attitudes importance: A consideration of rater source. Journal of Applied Psychology, and well-being. Journal of Occupational and Organizational Psychology 78:242- (1999), 72, 237–240. 249.Fagenson, E. A. (1990). At the heart of women in management research: Tsui, A. S., Egan, T. D., & OReilly, C. A. (1992). Being different: Relational Theoretical and methodological approaches and their biases. Journal of demography Business Ethics, 9, 267-274. and organizational attachment. Administrative Science Quarterly, 37, 547— 579.Hackman, J. R., & Lawler, E, E., ffl. (1979). Job characteristics and motivation: Aconceptual framework. In L. E. Davis & J. C. Taylor (Eds.), Design of jobs (pp. Zenger, T., & Lawrence, B. 1989. Organizational demography: The differential 75- effects of age and tenure distributions on technical communication. Academy of Management Journal, 32: 353-376.84). Santa Monica, CA: Goodyear Publishing Company
  31. 31. RESPONSES FOR OPEN AND CLOSED-ENDEDQUESTIONSQuestion 1.Workforce diversity is throughout the organization and on the basis ofdepartment what dimensions are desirable explain it?The company all employee ara Turkish and it mainly consist of maleemployee.Gender diversity in the workforce diversity is low.Especially in mechanicand production depertmans of company dos not run female employee.Howeveroparate younger employees in the sales departmant of the company.Because youngeremployees are more dynamic.Company workforce diversity is not high.Morital statusof employees is modarate (workforce diversity).
  32. 32. Question 2. Depending on team effectiveness the emergence of effective willworking time of employees in the company (tenure)?The company was founded three years ago, therefore the oldest employees of thecompanys three years.In organizational teamwork senior employees are moreeffient than new employee and they have more leadership spirit,more successful.For this reason seniority is directly proportional to the positive performance inteam activities.Question 3. Is it necessary academic career to functionalexpertise ?Althought exceptions, generally must be the career forfunctional expertise.

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