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 205
... success , while supervisory pressure was nega- tively related . It was concluded that attempts to be successful with the hard - core unemployed should not only encourage supervisory styles that are initially supportive but should ...
... success , while supervisory pressure was nega- tively related . It was concluded that attempts to be successful with the hard - core unemployed should not only encourage supervisory styles that are initially supportive but should ...
Página 281
... success may be only temporary . The exceptionally successful young executive who drove CBS to the top of the television ratings eventually lost his job , perhaps partially because of his very success . Higher officials were apparently ...
... success may be only temporary . The exceptionally successful young executive who drove CBS to the top of the television ratings eventually lost his job , perhaps partially because of his very success . Higher officials were apparently ...
Página 631
... success of the project our team is already committed to . If we're not successful in cutting into Eaton's market share we are going to be out in the cold for one of the fastest growing markets in the country . BOB : That's very true ...
... success of the project our team is already committed to . If we're not successful in cutting into Eaton's market share we are going to be out in the cold for one of the fastest growing markets in the country . BOB : That's very true ...
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