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WHAT DO MANAGERS DO?
MANAGERIAL DECISIONMAKING AND ETHICS
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action activities adhocracy administrative analysis approach basic behaviour bureaucratic Business Ethics Canadian chief executive competitive competitors complex configuration coordination Corporate Social Performance corporate social responsibility costs customers decision makers develop discussed diversified divisions economic effective employees entrepreneurial environment evaluation example external Figure firms formal frame-breaking change function garbage can model global strategy Globe and Mail goals groups headquarters Henry Mintzberg Herbert Simon hierarchy identify ideology implementation individual industry influence innovative integrated investment involved issues management Keiretsus leader machine organization managerial Mintzberg nodes operating core orga organization's organizational outsourcing planning policies political position problems professional organization programs representative democracy role scientific management skills social responsibility socially responsible investment society Stakeholder Management standards Strategic Management structure suppliers tasks teams technocrat technostructure tend theory tion units values