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Contemporary Views of the Managers Job
The Decision Theory School
49 other sections not shown
activities agerial agers analysis appear authority average basic behavior Carlson categorized Chapter characteristics complex conclusions contingency theory Cornerville cost-benefit analysis deal decision-making decisional roles decisions described Desmond Morris develop directors discussed disseminator duration effective environment evidence example factors figurehead firm foremen formal function important improvement projects influence interpersonal interpersonal relationships involved issues leader role leadership levels liaison role management scientist manager's job managers spend ment middle managers monitor negotiator observation operations opportunity cost organization's organizational participants peers percent versus perform planning president pressures problems production programs purpose received record relationships reports reprogramming resource allocator responsibility Rosemary Stewart Sayles scheduled meetings senior managers significant skills specialists specific spent spokesman staff strategy strategy-making structure subordinates suggest systematic tegic telephone calls theory tion tive tours trade organizations Trait theory U.S. Presidents unscheduled variety verbal contacts