THE PROCESS OF MANAGEMENT
- 4TH EDITION
- NEW DELHI: PRENTICE-HALL OF INDIA, 1979
- 670 P., ILLUS
1. Social role of managers. Part 1: Organizing: structural design. 2. Designing operating units. 3. Designing the hierarchy: delegating and decentralizing 4. Use of staff. 5. Effects of growth on structure. 6. New approaches to structural design. Part 2: Human factors in organizing. 7. Personal needs and organization design. 8. Group behavior and organization design. 9. Intergroup conflicts: sources and resolution 10 Matching jobs and individuals. Part3: Planning elements of rational decision making. 11 Diagnosis: A prerequisite for sound decisions 12 The creative elements in decision making 13 Comparing courses of action. 14. Making the choise. Part4: Planning: decision making in an enterprise. 15 Decision making as group behavior. 16 Master strategy and long range programming. 17 Operating objectives 18Planning for stabilized action. 19 Adaptive programming. 20 Intraoragnization politics. Part 5 Controlling 21 Basic elements of control. 22 PERT and budgetary control. 23 Behavior responses to controls. 24 Integrating controls with other management process. Part 6: Activating 25 Choosing an activating mode. 26 Gaining commitment or compliance. 27 Gaining understanding 28 Activating in a dynamic setting. 29 Maintaining a dynamic management system.