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 229
... attitudes , and behavior . CONTRASTING ATTITUDES AMONG NATIONS The pivotal role of culture in the contingency theory of leader- ship was suggested in Chapter 10. Not only does the ... Attitudes among Nations, Contrasting Attitudes among.
... attitudes , and behavior . CONTRASTING ATTITUDES AMONG NATIONS The pivotal role of culture in the contingency theory of leader- ship was suggested in Chapter 10. Not only does the ... Attitudes among Nations, Contrasting Attitudes among.
Página 231
... attitudes in all three countries will work . The more relevant question is whether any pattern is suited to the situation of the managers involved . For example , the German - U.S . difference re- flects many factors , one of them being ...
... attitudes in all three countries will work . The more relevant question is whether any pattern is suited to the situation of the managers involved . For example , the German - U.S . difference re- flects many factors , one of them being ...
Página 671
... attitudes , which he hopes will lead to modified behavior , which in turn will result in improved performance . The structural approach bypasses attitudes to work directly on behavior . By modifying the structure , technology ...
... attitudes , which he hopes will lead to modified behavior , which in turn will result in improved performance . The structural approach bypasses attitudes to work directly on behavior . By modifying the structure , technology ...
Contenido
The Study of Management | 1 |
Organizational Creativity | 27 |
Learning to Be a Manager | 36 |
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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