The Practice of ManagementHarper Collins, 20 apr 2010 - 416 pagine A classic since its publication in 1954, The Practice of Management was the first book to look at management as a whole and being a manager as a separate responsibility. The Practice of Management created the discipline of modern management practices. Readable, fundamental, and basic, it remains an essential book for students, aspiring managers, and seasoned professionals. |
Sommario
| 2 | |
What Is a Business? | |
What Is Our Businessand What Should It | |
The Objectives of a Business | |
Todays Decisions For Tomorrows Results | |
What Kind of Structure? | |
Building The Structure | |
The Small The Large The Growing Business | |
Part Four The Management of Worker and Work | |
The IBM Story | |
Employing The Whole | |
Is Personnel Management Bankrupt? | |
Human Organization For Peak Performance | |
The Principles of Production | |
The Ford Story Part Two Managing Managers | |
Management By Objectives and SelfControl | |
Managers Must Manage | |
The Spirit of an Organization | |
Chief Executive and Board | |
Developing Managers | |
Part Three The Structure of Management | |
Motivating To Peak Performance | |
The Economic Dimension | |
The Supervisor | |
The Professional Employee | |
Part Five What It Means To Be a Manager | |
The Manager and His Work | |
Making Decisions | |
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Parole e frasi comuni
ability action activities actually analysis appraisal areas Automation basic become business cycle business enterprise business performance capital chief executive common company’s concept considered contribution cost decisions demands economic effective effort Elton Mayo engineering federal decentralization Ford Ford Motor Company function goals growth Henry Ford II Human Relations impact important individual industry innovation instance integrity investment Joel Dean labor large company leadership machine major man’s management by objectives management’s manager development manager’s managerial managing a business managing managers managing worker manufacturing mass production means measure motivation Motors needs organization structure output planning plant president principles problem product businesses professional employee profit promotion requires responsibility Scientific Management Sears selling skill society standards success supervisor systematic things today’s tomorrow top management unit vision whole World War II