Welcome to our book review site go-pdf.online!
You may have to Search all our reviewed books and magazines, click the sign up button below to create a free account.
The Working Leader
The goal: To be a leader who has an agenda, knows the system inside out, is comfortable with fluidity, and recognizes that the parts do not always fit into an integrated whole. Schooled to oversee fixed, almost unvarying routines, managers today are unprepared to manage the conflicts in modern work flow relationships. Sayles shows with vivid case studies how middle managers with an in-depth understanding of the organization can resolve the inherent contradictions and ambiguities among design, sales, and manufacturing.
Managing Large Systems
Managing Large Systems examines a wide range of human, organizational, and managerial challenges associated with large systems. Special attention is given to the behavioral relationships among scientists and engineers, business and technical managers, sponsor organizations and their contractors, business and government offi cials, and line and functional managers.
Leadership
Abstract: A behavioral view of leadership is presented. Managers are usually viewed as either commonsense, practical individuals or as guardians of human satisfaction at work. Individuals take for granted the action and dynamism needed to perform first-rate managerial work. Understanding of behavioral skills assists practicing managers to comprehend organizational pressures, allocate energies among competing demands, and relate organizational work flow requirements to both management controls and personality differences. Specific topics included are based on formal and informal studies and cover: 1) The expectation and reality of the managerial world; 2) an overview of managerial work; 3) authority; 4) commitment and motivation; 5) lateral relations; 6) organizational power gains, struggles and status ; 7) work within the hierarchy; 8) types, use and design of controls; 9) facilitating organizational change; 10) project management skills; 11) managerial personalities.
Leadership
None
Managing Large Systems
Managing Large Systems examines a range of human, organizational, and managerial challenges associated with large systems. Special attention is given to the behavioral relationships among scientists and engineers, business and technical managers, sponsor organizations and their contractors, business and government officials, and line and functional managers.The descriptions of problems of technical organization and performance motivation are based primarily on an extended field study of the National Aeronautics and Space Administration. Managing Large Systems includes a description of the unique management system developed by NASA under the leadership of James Webb that many believe was resp...
Liderazgo
None
Inside Corporate Innovation
The new wave of organizational innovations involves new types of arrangements between individuals and corporations. It is likely to continue to produce new organizational forms, spanning the entire range of combinations of markets and hierarchies and involving complex, sometimes protracted negotiation processes between individuals and corporate entities. Such negotiation processes, we believe, will be an increasingly pervasive aspect of corporate life and an important mechanism for facilitating the new integration of individualism and big business through corporate entrepreneurship.
Conflict in Japan
Social and political conflict in postwar Japan is the subject of this volume, which draws together a series of field-based studies by North American and Japanese sociologists, anthropologists, and political scientists. It focuses attention on the sources of conflict and the ways in which conflict is expressed and managed. This book challenges the widely held theories stressing the harmony and vertical structure of social relations in Japan, which imply that conflict is only of minimal importance. Not only does the research presented here force recognition of the existence and complexity of conflict patterns in Japan, its approach to conflict provides a dynamic, empirical, and interdisciplina...
Inside Arthur Andersen
The authors bring their unique insights to a close-range observation of Andersen's culture that has continued for more than 15 years. They first review Andersen's unique history and role; its traditionally careful attention to "enculturing" new employees via mentoring, social networking, rewards and punishments; and its social structure characterized by personal, "familial" relationships. Next, they narrate two decades of change at Andersen, showing how the firm's tightly integrated cultural system gradually began to devolve, rapidly coming apart in the wake of the 1990s new economy revolution. The book concludes with an insightful discussion of the systemic cultural and business factors that placed Andersen and many other organizations at risk, along with a realistic assessment of the proposed reforms.
