Management S.
6 total works
The aim of this book is to help scientists and engineers without a background in the social sciences who want to master the principles on which modern management thought is based. It is also intended for students of engineering or science who are doing a management course. The reader is first taken through the basics - the body of knowledge, the profession, decision making and direction. This is followed by a review of the various specializations with which managers have to cope, such as planning, organizing, production, marketing, personnel and innovation. A final section covers wider issues, which include foreign policy, social and political issues and selected landmarks of the future.
A major revision of one of the leading organizational behavior textbooks, this edition reflects a strong managerial emphasis and the latest research on global issues, ethics, total quality management and diversity. It features twice as many cases, many more actual company examples and new end-of-part Management Development Portfolio'' sections. It also contains a new chapter on values, attitudes and perception and more extensive chapters on decision making, communication, power and politics and negotiation.
Experiences in Management and Organizational Behavior
by Douglas T. Hall, etc., R.J. Lewicki, D.T. Bowen, and F.S. Hall
Published 1 January 1982
An experiential supplement containing 60 exercises organized around central topics in organizational behavior, principles of management, and human resource management. This new edition contains 11 new exercises, and six of which have been extensively revised. The exercises are designed to be used with individuals or groups to highlight and bring to life key managerial concepts. The book also contains questionnaires, role plays, simulations, games, and readings to illustrate important principles in managerial psychology, organizational behaviour, and human resource management. There are exercises in power, creative problem-solving, organizational politics and culture, negotiation and conflict, and ethics and values.
Shows that executive integrity is not merely a moral trait but a dynamic process of making empathetic, responsible, and sound decisions. Describes key features of executive integrity including effective social interaction, open dialogue, and responsive leadershipand explains how integrity can be developed and practiced in today's organizations.