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 121
... means to at least partial satisfaction of a wide range of needs - for physi- cal necessities , for social satisfaction and esteem , and , more im- portantly , for competence and achievement . In other words , work must have a purpose ...
... means to at least partial satisfaction of a wide range of needs - for physi- cal necessities , for social satisfaction and esteem , and , more im- portantly , for competence and achievement . In other words , work must have a purpose ...
Página 744
... means closing doors and giving up the pleasant illusion that one can still do anything one wants to . Maturity means facing reality and deepening interests . Therefore a central facet of all careers is balancing commitment to the ...
... means closing doors and giving up the pleasant illusion that one can still do anything one wants to . Maturity means facing reality and deepening interests . Therefore a central facet of all careers is balancing commitment to the ...
Página 745
... means to success , and few managers are unethical as a matter of policy . Yet the majority share a problem of ... means " what my feelings tell me is right . " Un- Figure 30-3 What " Ethical " Means to People Most 30 Career Problems of ...
... means to success , and few managers are unethical as a matter of policy . Yet the majority share a problem of ... means " what my feelings tell me is right . " Un- Figure 30-3 What " Ethical " Means to People Most 30 Career Problems of ...
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