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 169
... leader who has characteristics they admire , to the person who is a super model of what they would like to be . Perhaps most fundamentally , they respond out of strong emotional attachment , even love for the leader in whom they have ...
... leader who has characteristics they admire , to the person who is a super model of what they would like to be . Perhaps most fundamentally , they respond out of strong emotional attachment , even love for the leader in whom they have ...
Página 177
... leader's referent and expert power so that he can exercise persuasive leader- ship . Joint determination and participative leadership shift the focus from the leader's to the follower's power and goals , to draw on their higher level ...
... leader's referent and expert power so that he can exercise persuasive leader- ship . Joint determination and participative leadership shift the focus from the leader's to the follower's power and goals , to draw on their higher level ...
Página 216
... leader . Favorableness is judged by the in- fluence possessed by the leader ; the more influence he possesses , the more favorable the situation for him . 17 Evidence exists that the task - oriented , authoritarian leader seems to work ...
... leader . Favorableness is judged by the in- fluence possessed by the leader ; the more influence he possesses , the more favorable the situation for him . 17 Evidence exists that the task - oriented , authoritarian leader seems to work ...
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