Management in Perspective: Selected ReadingsHoughton Mifflin, 1965 - 636 páginas |
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Página 379
... fact of having failed to perform adequately in a status to which he laid claim . He furnishes himself and others with assurances that he in fact succeeded but the system was rigged against him , or that failure is not final , but an ...
... fact of having failed to perform adequately in a status to which he laid claim . He furnishes himself and others with assurances that he in fact succeeded but the system was rigged against him , or that failure is not final , but an ...
Página 403
... fact that they are sailors than by their previous idiosyncracies . The same phe- nomenon has also been encountered in the laboratory as retroactive in- hibition , which names the fact that later learning tends to destroy earlier ...
... fact that they are sailors than by their previous idiosyncracies . The same phe- nomenon has also been encountered in the laboratory as retroactive in- hibition , which names the fact that later learning tends to destroy earlier ...
Página 462
... fact that personal factors do enter into status relationships and that the latter are seldom " pure " except in cases where the two individuals involved are wholly unaware of each other's identity . It is a fact that persons evaluate ...
... fact that personal factors do enter into status relationships and that the latter are seldom " pure " except in cases where the two individuals involved are wholly unaware of each other's identity . It is a fact that persons evaluate ...
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