Management in Perspective: Selected ReadingsHoughton Mifflin, 1965 - 636 páginas |
Dentro del libro
Resultados 1-3 de 84
Página 119
... action . For many , many years it was considered very inappropriate for a corpora- tion , or the members of its official family , to participate openly in political affairs . There was the very real danger that such might be considered ...
... action . For many , many years it was considered very inappropriate for a corpora- tion , or the members of its official family , to participate openly in political affairs . There was the very real danger that such might be considered ...
Página 352
... action as set forth in the rule . Noncompliance does not invalidate the action taken , nor does it leave the subordinate in a position of exposure to penalty if he has good reason to act in a way counter to that indicated by the rule ...
... action as set forth in the rule . Noncompliance does not invalidate the action taken , nor does it leave the subordinate in a position of exposure to penalty if he has good reason to act in a way counter to that indicated by the rule ...
Página 500
... action already decided upon . The flow of information from front to rear , of course , is an accepted ingredient in the drawing up of the battle picture . The chances are that by virtue of their authority , higher commanders will ...
... action already decided upon . The flow of information from front to rear , of course , is an accepted ingredient in the drawing up of the battle picture . The chances are that by virtue of their authority , higher commanders will ...
Contenido
Nature of Management | 3 |
The Principles of Scientific Management | 19 |
The Psychological Transition From Management Scientist | 34 |
Derechos de autor | |
Otras 49 secciones no mostradas
Términos y frases comunes
achievement action activities administration alternatives analysis applied approach areas authority behavior cabal chief executive clique company's competition complete concept conglomerate mergers corporate cost Critical Path Method decision decision problems decision theory decision-making economic effective employees evaluation example expected value factors firm forecast formal functions game theory goals growth H. K. Porter high n human important increase individual industry integrated inventory involved job enlargement leader leadership linear programing managerial manpower mathematical measure ment mergers minimax modern organization theory needs norms objectives operating optimum organizational performance personnel planning position possible problem product business profit profit maximization relations relationships role scientific scientific management situation social responsibility society solution span specific staff strategy structure subordinate success supervisor system theory tion top management variables workers