Management in Perspective: Selected ReadingsHoughton Mifflin, 1965 - 636 páginas |
Dentro del libro
Resultados 1-3 de 66
Página 208
... specific knowledge areas , offensive versus defensive spheres , and specific product lines . ( 4 ) What method of growth is intended - Acquisition ? Internal de- velopment ? Merger ? A combination of these approaches ? Research- as a ...
... specific knowledge areas , offensive versus defensive spheres , and specific product lines . ( 4 ) What method of growth is intended - Acquisition ? Internal de- velopment ? Merger ? A combination of these approaches ? Research- as a ...
Página 221
... specific disciplines underlying needed technology . Because scientific areas within which these studies are needed can often be rather clearly defined , their probability of technical success is usually reasonably high . Average lead ...
... specific disciplines underlying needed technology . Because scientific areas within which these studies are needed can often be rather clearly defined , their probability of technical success is usually reasonably high . Average lead ...
Página 582
... specific support- ing plans such as the completion of sales and service training by a defi- nite date within a specific expense budget ; the release of the product for sale by a certain date and the attainment of a predetermined rate of ...
... specific support- ing plans such as the completion of sales and service training by a defi- nite date within a specific expense budget ; the release of the product for sale by a certain date and the attainment of a predetermined rate 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