MANAGEMENT

MANAGEMENT. TASKS, RESPONSIBILITIES, PRACTICES

Editorial:
HARPER
Materia
Negocios y Administración
ISBN:
978-0-88730-615-0
Páginas:
864
Disponibilidad:
Único ejemplar, sujeto a confirmación

Providing proven business advice for all managers and management, this book shows management professionals how to acquire the skills and essential knowledge essential to business effectiveness.

Preface: Management as Profession and Commitment -- Introduction: From Management Boom To Management Performance -- 1. The Emergence of Management -- 2. The Management Boom and Its Lessons -- 3. The New Challenges -- Part 1. The Tasks -- 4. The Dimensions of Management -- Business Performance -- 5. Managing a Business: The Sears Story -- 6. What Is a Business? -- 7. Business Purpose and Business Mission -- 8. The Power and Purpose of Objectives: The Marks & Spencer Story and Its Lessons -- 9. Strategies, Objectives, Priorities, and Work Assignments -- 10. Strategic Planning: The Entrepreneurial Skill -- Performance in the Service Institution -- 11. The Multi-Institutional Society -- 12. Why Service Institutions Do Not Perform -- 13. The Exceptions and Their Lessons -- 14. Managing Service Institutions for Performance -- Productive Work and Achieving Worker -- 15. The New Realities -- 16. What We Know (and Don't Know) About Work, Working, and Worker -- 17. Making Work Productive: Work and Process -- 18. Making Work Productive: Controls and Tools -- 19. Worker and Working: Theories and Reality -- 20. Success Stories: Japan, Zeiss, IBM -- 21. The Responsible Worker -- 22. Employment, Incomes, and Benefits -- 23. People Are Our Greatest Asset -- Social Impacts and Social Responsibilities -- 24. Management and the Quality of Life -- 25. Social Impacts and Social Problems -- 26. The Limits of Social Responsibility -- 27. Business and Government -- 28. Primum Non Nocere: The Ethics of Responsibility -- Part 2. The Manager: Work, Jobs, Skills, and Organization -- 29. Why Managers? -- The Manager's Work and Jobs -- 30. What Makes a Manager? -- 31. The Manager and His Work -- 32. Design and Content of Managerial Jobs -- 33. Developing Management and Managers -- 34. Management by Objectives and Self-Control -- 35. From Middle Management to Knowledge Organization -- 36. The Spirit of Performance -- Managerial Skills -- 37. The Effective Decision -- 38. Managerial Communications -- 39. Controls, Control, and Management -- 40. The Manager and the Management Sciences -- Managerial Organization -- 41. New Needs and New Approaches -- 42. The Building Blocks of Organization ... -- 43. ... And How They Join Together -- 44. Design Logics and Design Specifications -- 45. Work- and Task-Focused Design: Functional Structure and Team -- 46. Result-Focused Design: Federal and Simulated Decentralization -- 47. Relations-Focused Design: The Systems Structure -- 48. Organization Conclusions -- Part 3. Top Management: Tasks, Organization, Strategies -- 49. Georg Siemens and the Deutsche Bank -- Top-Management Tasks and Organization -- 50. Top-Management Tasks -- 51. Top-Management Structure -- 52. Needed: An Effective Board -- Strategies and Structures -- 53. On Being the Right Size -- 54. Managing the Small, the Fair-Sized, the Big Business -- 55. On Being the Wrong Size -- 56. The Pressures for Diversity -- 57. Building Unity Out of Diversity -- 58. Managing Diversity -- 59. The Multinational Corporation -- 60. Managing Growth -- 61. The Innovative Organization -- Conclusion: The Legitimacy of Management -- Bibliography -- Index.

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