Management in Perspective: Selected ReadingsHoughton Mifflin, 1965 - 636 páginas |
Dentro del libro
Resultados 1-3 de 88
Página 176
... Problem Solving NORMAN R. F. MAIER , University of Michigan Problem situations cause reactions ranging from frustrated behavior to creative . Problem - solving behavior begins when the individual thinks in terms of what he can do to ...
... Problem Solving NORMAN R. F. MAIER , University of Michigan Problem situations cause reactions ranging from frustrated behavior to creative . Problem - solving behavior begins when the individual thinks in terms of what he can do to ...
Página 177
... problem would lend itself to objec- tive problem solving where facts would play a predominant role in select- ing a solution . A second classification would yield a type of problem that had ac- ceptance as a major objective in its ...
... problem would lend itself to objec- tive problem solving where facts would play a predominant role in select- ing a solution . A second classification would yield a type of problem that had ac- ceptance as a major objective in its ...
Página 179
... problem solving requires that effort be directed toward over- coming surmountable obstacles . If we think of a problem situation as one in which obstacles block ... problem , Maximizing Personal Creativity Through Better Problem Solving 179.
... problem solving requires that effort be directed toward over- coming surmountable obstacles . If we think of a problem situation as one in which obstacles block ... problem , Maximizing Personal Creativity Through Better Problem Solving 179.
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