The Nature of Managerial WorkThis text describes the manager's job using findings of empirical studies conducted internationally throughout many levels of management. The text summarizes eight current schools of thought on the manager's job and analyzes the consistencies and variations in managers' roles and working characteristics. |
From inside the book
Results 1-3 of 29
Page 20
... Sayles ( 1964 ) . Sayles lived within an organization for a period of time , recording whatever seemed of interest " with no pre- tence of having conducted a scientific experiment " ( p . vii ) . His sub- sequent description of the ...
... Sayles ( 1964 ) . Sayles lived within an organization for a period of time , recording whatever seemed of interest " with no pre- tence of having conducted a scientific experiment " ( p . vii ) . His sub- sequent description of the ...
Page 218
... SAYLES'S STUDY OF MANAGERS AT LOWER AND MIDDLE LEVELS One study stands apart from all the others . In his book , Man- agerial Behavior ( 1964 ) , Leonard Sayles sheds much light on the subject of managerial work . He discusses his ...
... SAYLES'S STUDY OF MANAGERS AT LOWER AND MIDDLE LEVELS One study stands apart from all the others . In his book , Man- agerial Behavior ( 1964 ) , Leonard Sayles sheds much light on the subject of managerial work . He discusses his ...
Page 219
... Sayles stresses that these external contacts are time - consuming and that they require negotiation rather than the use of authority . The manager's concern for these relationships reflects his quest for stability and the avoidance of ...
... Sayles stresses that these external contacts are time - consuming and that they require negotiation rather than the use of authority . The manager's concern for these relationships reflects his quest for stability and the avoidance of ...
Contents
Introduction | 1 |
Contemporary Views of the Managers Job | 7 |
The Decision Theory School | 13 |
Copyright | |
32 other sections not shown
Other editions - View all
Common terms and phrases
activities agerial agers analysis analyze appear average basic behavior Business Carlson categorized Chapter characteristics complex contingency theory deal decision-making decisional roles decisions described develop directors discussed disseminator disturbance handler duration effective entrepreneur environment evidence example external factors figurehead firm foremen formal function Harvard Business Review important improvement projects influence interpersonal interpersonal relationships involved issues leader role leadership levels liaison role management scientist manager's job managerial managers spend ment middle managers monitor negotiator observation Ohio State University operations opportunity cost organization's organizational participants peers percent versus perform planning president problems production programs received record relationships reports reprogramming responsibility Rosemary Stewart Sayles scheduled meetings senior managers significant skills specialists specific spent spokesman staff strategy strategy-making structure subordinates systematic telephone calls theory tion tive tours trade organizations U.S. Presidents unscheduled variety verbal contacts