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 90
... importance attributed by the managers to the various needs ( see Table 5-2 ) . Managers in the United States and Table 5-2 Rankings of Need Importance by Managers in Various Countries ( No. 5 , least important ; No. 1 , most important ) ...
... importance attributed by the managers to the various needs ( see Table 5-2 ) . Managers in the United States and Table 5-2 Rankings of Need Importance by Managers in Various Countries ( No. 5 , least important ; No. 1 , most important ) ...
Página 91
... important , while managers in all countries , especially Germany and India , rank satisfaction of the social need as less important than Americans do . In most nations it is more important to have prestige , honor , and respect than it ...
... important , while managers in all countries , especially Germany and India , rank satisfaction of the social need as less important than Americans do . In most nations it is more important to have prestige , honor , and respect than it ...
Página 293
... important jobs . When President Dwight Eisen- hower tried to arrange his affairs so that only the truly important and urgent matters came across his desk , he reportedly discovered that the two seldom went together . He found that the ...
... important jobs . When President Dwight Eisen- hower tried to arrange his affairs so that only the truly important and urgent matters came across his desk , he reportedly discovered that the two seldom went together . He found that the ...
Contenido
The Study of Management | 1 |
Organizational Creativity | 27 |
Learning to Be a Manager | 36 |
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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