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 25
... decision making assumes that the decision maker : ( 1 ) is aware of the problem , ( 2 ) is aware that he must make a de- cision , ( 3 ) has a set of alternatives , and ( 4 ) possesses a criterion for making the decision . But these are ...
... decision making assumes that the decision maker : ( 1 ) is aware of the problem , ( 2 ) is aware that he must make a de- cision , ( 3 ) has a set of alternatives , and ( 4 ) possesses a criterion for making the decision . But these are ...
Página 27
... decision maker may move a little more slowly as he gains in wisdom . President Harry S. Truman was widely admired as a decisive decision maker . If anything , he made decisions too easily without sufficient diagnosis , but he never ...
... decision maker may move a little more slowly as he gains in wisdom . President Harry S. Truman was widely admired as a decisive decision maker . If anything , he made decisions too easily without sufficient diagnosis , but he never ...
Página 31
... decision making ? 6 What comprises the diagnosis of a problem ? 7 What factors limit rational decision making ? 8 Why are managers sometimes not aware of problems ? 9 How and why are alternatives limited in decision making ? 10 How do ...
... decision making ? 6 What comprises the diagnosis of a problem ? 7 What factors limit rational decision making ? 8 Why are managers sometimes not aware of problems ? 9 How and why are alternatives limited in decision making ? 10 How do ...
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