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. |
Dentro del libro
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Página 185
... participative , in which the appeal is to higher level needs and subordinates participate in decision making to some degree . The arguments for authoritarian and participative leader- ship styles are listed below . Arguments for ...
... participative , in which the appeal is to higher level needs and subordinates participate in decision making to some degree . The arguments for authoritarian and participative leader- ship styles are listed below . Arguments for ...
Página 188
... Participative Management Hierarchical or Authoritarian Division A Division B Productivity 25 % Morale : Absenteeism increased Turnover increased Attitudes deteriorated Participative Division C Division D 20 % decreased decreased ...
... Participative Management Hierarchical or Authoritarian Division A Division B Productivity 25 % Morale : Absenteeism increased Turnover increased Attitudes deteriorated Participative Division C Division D 20 % decreased decreased ...
Página 189
... participative ones . The results give strong support for neither the authoritarian nor the participative style . Both seem to work , but the former does so at the cost of lowered morale . Yet , this lowered morale did not seem to affect ...
... participative ones . The results give strong support for neither the authoritarian nor the participative style . Both seem to work , but the former does so at the cost of lowered morale . Yet , this lowered morale did not seem to affect ...
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