Management in Perspective: Selected ReadingsHoughton Mifflin, 1965 - 636 páginas |
Dentro del libro
Resultados 1-3 de 61
Página 59
... managerial philosophy cannot supply a basis of effective thinking for the solution of business problems , if it is satisfactory only to owners and employees . A managerial philos- ophy that is commonly accepted is a requisite for a ...
... managerial philosophy cannot supply a basis of effective thinking for the solution of business problems , if it is satisfactory only to owners and employees . A managerial philos- ophy that is commonly accepted is a requisite for a ...
Página 568
... managerial utilization are confused as managerial sub- stitutes . Controls must be created which correlate with company ob- jectives . Control objectives should be cognizant of the need to delegate authority and assign responsibility ...
... managerial utilization are confused as managerial sub- stitutes . Controls must be created which correlate with company ob- jectives . Control objectives should be cognizant of the need to delegate authority and assign responsibility ...
Página 569
... managerial function . Control is a managerial responsibility , but we in management have by default abrogated our heritage . Fayol recognized the difference between the two functions . He de- scribed accounting as the visual organ of ...
... managerial function . Control is a managerial responsibility , but we in management have by default abrogated our heritage . Fayol recognized the difference between the two functions . He de- scribed accounting as the visual organ of ...
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