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 176
... greater if C perceives B as having influence over A. exchange for high productivity is money . Finally , if the ... greater influence . The greater the total in- fluence everyone has in the system , the greater seems to be the total ...
... greater if C perceives B as having influence over A. exchange for high productivity is money . Finally , if the ... greater influence . The greater the total in- fluence everyone has in the system , the greater seems to be the total ...
Página 662
... Greater Perceived Need for Proposal Greater Degree of Communication between Staff and Line • Lesser Professionalism of Management Higher Quality of Proposal • Greater Formalization of Firm • Stronger Firm Competitive Position • Greater ...
... Greater Perceived Need for Proposal Greater Degree of Communication between Staff and Line • Lesser Professionalism of Management Higher Quality of Proposal • Greater Formalization of Firm • Stronger Firm Competitive Position • Greater ...
Página 750
... greater professional knowledge should be of great benefit to all . But unfortunately , professionals who have taken ... greater extent than the managers anonymously report they use these practices . Research suggests that the younger the ...
... greater professional knowledge should be of great benefit to all . But unfortunately , professionals who have taken ... greater extent than the managers anonymously report they use these practices . Research suggests that the younger the ...
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