Management: Basic Elements of Managing OrganizationsR. D. Irwin, 1975 - 775 páginas Consists of nine parts: the study of management; individuals and work; managerial leadership; planning and controlling; structuring organizational systems; management and sociotechnical organization; managing organizational conflict; managing organizational change; and career problems. |
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Página 23
... achievements , of course , may bring social prestige , power , security , perhaps even love . As satisfying as such things are , how- ever , they do not reflect the need for achievement . People with high achievement needs may like ...
... achievements , of course , may bring social prestige , power , security , perhaps even love . As satisfying as such things are , how- ever , they do not reflect the need for achievement . People with high achievement needs may like ...
Página 73
... Achievement and Creativity What may be the apex of human needs at the top of the needs hierarchy are the individual's drives for achievement , crea- tivity , and self - actualization . As with the competence need , we are perhaps ...
... Achievement and Creativity What may be the apex of human needs at the top of the needs hierarchy are the individual's drives for achievement , crea- tivity , and self - actualization . As with the competence need , we are perhaps ...
Página 198
... Achievement Need + • Supervisor Primarily • Subordinates with Low Achievement Need + Supervisor Primarily People- Oriented • Subordinates with High Achievement Need Supervisor Primarily People- oriented or Balanced People- and Task ...
... Achievement Need + • Supervisor Primarily • Subordinates with Low Achievement Need + Supervisor Primarily People- Oriented • Subordinates with High Achievement Need Supervisor Primarily People- oriented or Balanced People- and Task ...
Contenido
The Study of Management | 1 |
Organizational Creativity | 27 |
Learning to Be a Manager | 36 |
Derechos de autor | |
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Academy of Management achievement activities Administrative Science Quarterly agement agerial American attitudes authoritarian authority behavior central communications conflict contingency theory continuing objectives cooperative Corporation creativity decentralized decision delegation demands desirable discussion effective employees engineers environment evaluation executives expected experience Figure firm functional future ganizational Goodview Harvard Business Review hierarchy human individual Industrial influence innovation job enrichment leader less Management by Objectives Management Journal management's managerial manufacturing ment motivation needs operating organization organization's organizational Organizational Behavior organizational development participative performance person personnel Peter Principle position problems production profits promote Psychology rational relations responsibility Review Questions rewards role satisfaction satisfy social Social Psychology span of control specialists specific goals staff status strategy structure subordinates superior supervisor task tend Theory tion tive Vice President workers York