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 12
... communication points emerge as leaders who make decisions that affect others . Human limitations as well as technical problems force us to restrict communications . Human beings have quite limited in- formation - processing capability ...
... communication points emerge as leaders who make decisions that affect others . Human limitations as well as technical problems force us to restrict communications . Human beings have quite limited in- formation - processing capability ...
Página 211
... communications and thus is better able to solve the prob- lems . Centrality is also satisfying because he knows more about what is going on . Such centrality rapidly develops in the wheel net , where there is little room for spontaneity ...
... communications and thus is better able to solve the prob- lems . Centrality is also satisfying because he knows more about what is going on . Such centrality rapidly develops in the wheel net , where there is little room for spontaneity ...
Página 482
... communications may be well handled within a department , but middle managers are suspicious of all communications from the top . The typical response to any executive communication is not " What did they say ? " but rather " I know what ...
... communications may be well handled within a department , but middle managers are suspicious of all communications from the top . The typical response to any executive communication is not " What did they say ? " but rather " I know what ...
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