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CHAPTER PAGE PART ONEThe Meaning of Management
What a Manager Does
PART TWOPlanning and Making Sound Decisions
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abilities accomplish achieve activities actually agement Alex Osborn analysis analyze answer applied aspects assigned authority basic become better Chapter chart complete coordination correct creative Creative Education Foundation decisions delegated Detroit Edison develop directions discussed divergent thinking effective efficiency effort employees enterprise equipment executive action facts flow force functions give goals group action ideas important improve involved J. P. Guilford management by objective management cycle management officials management processes manpower Mary Parker Follett ment methods necessary needed normal objectives operations Operations research organization organizational structure performed personnel persons planning ployees possible practice problems procedures production purpose questions quired relationships reports responsibility sary scientific management secure situation skills sound specific staff standards step subordinates supervision supervisor task task analysis techniques thinking tion understanding unit usually workers