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 113
... increases average only 3 percent , ( 2 ) longevity increases are also 3 percent , ( 3 ) the only penalty for poor performance is withholding of longevity increase - and this is applied to less than 1 percent of the employees- " Does ...
... increases average only 3 percent , ( 2 ) longevity increases are also 3 percent , ( 3 ) the only penalty for poor performance is withholding of longevity increase - and this is applied to less than 1 percent of the employees- " Does ...
Página 188
... increased Turnover increased Attitudes deteriorated Participative Division C Division D 20 % decreased decreased ... increase came from working differently , not harder . Productivity also increased in the participative divisions for ...
... increased Turnover increased Attitudes deteriorated Participative Division C Division D 20 % decreased decreased ... increase came from working differently , not harder . Productivity also increased in the participative divisions for ...
Página 218
... increase , others decline ( see Figure 10-8 ) Satisfaction with pay increases with seniority because so many pay policies are tied to seniority . One receives a 5 percent increase every year just for remaining alive and with the ...
... increase , others decline ( see Figure 10-8 ) Satisfaction with pay increases with seniority because so many pay policies are tied to seniority . One receives a 5 percent increase every year just for remaining alive and with 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