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 289
... continuing objectives that should be of concern managers can be organized into two categories : those that pertain to all businesses and those that pertain to organizations in gen- eral . They are listed below in random order . Continuing ...
... continuing objectives that should be of concern managers can be organized into two categories : those that pertain to all businesses and those that pertain to organizations in gen- eral . They are listed below in random order . Continuing ...
Página 311
... continuing objectives and helps control organizational behavior . The list of continuing objectives for business and other organi- zations given in the preceding chapter ignored the competition among them . Because we applied no ...
... continuing objectives and helps control organizational behavior . The list of continuing objectives for business and other organi- zations given in the preceding chapter ignored the competition among them . Because we applied no ...
Página 313
... continuing objective is un- likely to influence the behavior of managers concerned about the net rate of return on investment , market share , and productivity . Even stating that the manager's goal is to improve morale by 15 percent in ...
... continuing objective is un- likely to influence the behavior of managers concerned about the net rate of return on investment , market share , and productivity . Even stating that the manager's goal is to improve morale by 15 percent in ...
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