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. |
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Page 178
... effectiveness for power . This attitude is destined to cause him difficulties in the long run . The question of confidentiality involves a more significant trade - off - the effective management that derives from a free flow of ...
... effectiveness for power . This attitude is destined to cause him difficulties in the long run . The question of confidentiality involves a more significant trade - off - the effective management that derives from a free flow of ...
Page 194
... effective , systematic methods to select people who will be successful managers . Trait theory represents one major attempt to predict managerial effectiveness . Early researchers in this field sought to isolate a unitary trait or a ...
... effective , systematic methods to select people who will be successful managers . Trait theory represents one major attempt to predict managerial effectiveness . Early researchers in this field sought to isolate a unitary trait or a ...
Page 209
Henry Mintzberg. company to distinguish work differences between effective and in- effective manufacturing foremen ( as rated by superiors and sub- ordinates ) . Each of 24 foremen was observed for a total of 16 hours , spread over four ...
Henry Mintzberg. company to distinguish work differences between effective and in- effective manufacturing foremen ( as rated by superiors and sub- ordinates ) . Each of 24 foremen was observed for a total of 16 hours , spread over four ...
Contents
Introduction | 1 |
Figure | 2 |
Contemporary Views of the Managers Job | 7 |
Copyright | |
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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 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 Roy Lewis 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