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 27
... problem was misleading and dangerous . Time pressure encourages the decision maker to con- fuse problems , causes , and solutions . He needs to fight it . In the broad sense , we tend to place action ahead of diagnosis and to reward ...
... problem was misleading and dangerous . Time pressure encourages the decision maker to con- fuse problems , causes , and solutions . He needs to fight it . In the broad sense , we tend to place action ahead of diagnosis and to reward ...
Página 28
... problems . 3. Develop Alternatives What action might be taken to remove the causes and solve the problem ? Remember that these alterna- tives should deal with causes , not symptoms of the problem . 4. Evaluate Alternatives Evaluate the ...
... problems . 3. Develop Alternatives What action might be taken to remove the causes and solve the problem ? Remember that these alterna- tives should deal with causes , not symptoms of the problem . 4. Evaluate Alternatives Evaluate the ...
Página 30
... problems ( we tend not to look for problems until they are already hindering performance ) . 2 . 3 . 4 . We evaluate alternatives as they are developed and select the first satisfactory one , instead of waiting until we have listed and ...
... problems ( we tend not to look for problems until they are already hindering performance ) . 2 . 3 . 4 . We evaluate alternatives as they are developed and select the first satisfactory one , instead of waiting until we have listed and ...
Contenido
The Study of Management | 1 |
Organizational Creativity | 27 |
Learning to Be a Manager | 36 |
Derechos de autor | |
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Términos y frases comunes
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