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Company organization : theory and practice /
This summary of theory and practice is inspired by the belief that cut and dried solutions to management problems are inappropriate and that every set of circumstances requires a unique synthesis of experience and relevant theories. In this book the authors have reviewed the main texts and theories...
| Clasificación: | Libro Electrónico |
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| Autor Corporativo: | |
| Otros Autores: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Hoboken :
Taylor and Francis,
2013.
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| Colección: | Routledge Library Editions: Organizations.
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| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- Cover; Half Title; Title Page; Copyright Page; Title Page; Original Copyright Page; Preface; Table of Contents; Part A History; 1 An Introduction; 2 Approaches to Organization; The Classical Approach; The Human Relations Approach; The Systems Approach; Summary; 3 Writers on Organization: Pre-1939; F. W. Taylor; H. Fayol; M. Weber; M. P. Follett; E. Mayo; 4 Writers on Organization: Post-1939; L. F. Urwick; E. F. L. Brech; P. F. Drucker; H. A. Simon; D. McGregor; R. Likert; C. Argyris; Part B Theory; 5 The Purpose and Objectives of Organizations; Why have Objectives?
- Primary Objectives
- Survival, Profit and GrowthSecondary Objectives; Objectives and Organization Structure; Departmental Objectives; Precision versus Vagueness; Summary; 6 Grouping Activities; Bases for Division; Region or Location; The Market; Products; Functions; Process or Equipment; Decisions; Span of Control; Co-ordination; Economies of Scale; Size and Accountability; Objectives; Summary; 7 Delegation; The Nature of Authority; The Nature of Responsibility; What is to be gained from Delegation?; The Extent of Delegation; Centralization and Decentralization
- 'Divisionalization' and 'Departmentalization'Summary; 8 Roles; Role-function; Role-relationships; Role-conduct; Summary; Part C People; 9 People and Their Needs; Motives; 'Motivators' and 'Hygienic Factors'; What are the Real Motivators?; The Hierarchy of Needs; The Impact of Maturity; Recognition and Measurement of Motives; Summary; 10 The Behaviour of Groups; The Self-formed Group and its Leader; Types of Group; The Strength of Informal Groups; Summary; 11 Leadership and Management; The Relationship between Leadership and Management; Leadership Traits; Training in Leadership
- Leadership in PracticeSummary; 12 People, Organizations, and Change; The Characteristics of Human Systems; The Organization; The Primary Group; The Individual; Leadership; The Problems of Change; Summary; Part D Practice; 13 Diagnosing Structural Faults; The Diagnostician; The Changes; An Analytical Framework; Methods of Collecting Information; Objectives
- The Criteria; Drucker's Tripartite Analysis; Analysis of other Structural Variations; Analysis of the People; 14 Charts and Diagrams; Limitations of Organization Charts; Drawing Organization Charts; Other Charts
- 15 Designing and Installing a Better StructureThe Effects of Production Technology; Span of Control; Levels of Authority; Other Technology-related Characteristics; Bureaucracy; Job Descriptions; Divisionalization; Product Innovation; General Managers; Working Parameters; Testing Solutions (Examination, Costing, Simulation); Installing the New Structure; The Proof; 16 Case Studies; Reorganization of an Electricity Board; Marketing and Product Innovation; Decentralization in a Public Body; Growth and Diversification in Confectionery; Reorganization of Committees in a Local Authority