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Contemporary Views of the Managers Job
The Work Activity School
Preference for Live Action
14 other sections not shown
activities agerial agers analysis analyze appear average basic behavior Carlson categorized Chapter characteristics complex conclusions contingency theory Cornerville cost-benefit analysis 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 important improvement projects influence interpersonal interpersonal relationships involved issues leader role leadership levels management scientist manager's job managers spend ment middle managers monitor negotiator observation operations opportunity cost organization's organizational peers percent versus perform planning president problems production programs purpose received record relationships reports reprogramming responsibility Rosemary Stewart Roy Lewis Sayles scheduled meetings senior managers significant skills Skim Read specialists specific spent spokesman staff strategy strategy-making structure subordinates systematic telephone calls theory tion tive tours trade organizations Trait theory U.S. Presidents unscheduled variety verbal contacts