Management in Perspective: Selected ReadingsHoughton Mifflin, 1965 - 636 páginas |
Dentro del libro
Resultados 1-3 de 31
Página 336
... supervisory burden , it was felt that a supervisor with a line assistant should be able to handle a broader management span than one without . So instead of giving this factor a straight point value , Lockheed assigned percentage values ...
... supervisory burden , it was felt that a supervisor with a line assistant should be able to handle a broader management span than one without . So instead of giving this factor a straight point value , Lockheed assigned percentage values ...
Página 368
... supervisor , Ralph Austell , that a different arrangement of the parts bins could speed up assembly . Having just had a run - in with his boss , Ralph was in a short - tempered mood . " Why don't you leave run- ning the department to me ...
... supervisor , Ralph Austell , that a different arrangement of the parts bins could speed up assembly . Having just had a run - in with his boss , Ralph was in a short - tempered mood . " Why don't you leave run- ning the department to me ...
Página 534
... supervisor and the subordinate in making these rankings provides the basis for interaction . Although subordinates were unaware of it , supervisors were instructed to vary their behavior for each interaction . One time the supervisor ...
... supervisor and the subordinate in making these rankings provides the basis for interaction . Although subordinates were unaware of it , supervisors were instructed to vary their behavior for each interaction . One time the supervisor ...
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