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 148
... feel your part of job assignments is of great importance in the final system ? Little importance Great importance 2. To what extent do you feel that you have " visibility " in the organization ? That is , opportunity to demonstrate your ...
... feel your part of job assignments is of great importance in the final system ? Little importance Great importance 2. To what extent do you feel that you have " visibility " in the organization ? That is , opportunity to demonstrate your ...
Página 351
... feel they unless they set unreal- istically high objectives , higher management will veto them . The whole relationship can be a very antagonistic one in which lower- level employees seeking to hide their true capacity from top man ...
... feel they unless they set unreal- istically high objectives , higher management will veto them . The whole relationship can be a very antagonistic one in which lower- level employees seeking to hide their true capacity from top man ...
Página 352
... feel the program is being imposed on them , they may merely go through the motions of completing the forms and then ignore them . The M.B.O. program can become an exercise in which invested time is to be minimized . Since there is no ...
... feel the program is being imposed on them , they may merely go through the motions of completing the forms and then ignore them . The M.B.O. program can become an exercise in which invested time is to be minimized . Since there is no ...
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