000			01793nam a2200217#a 4500
001			vtls000002978
008			230822s1979 xx 000 0 eng d
040			_aJPS
090	0	0	_aMGT 658 NEW
100			_aNEWMAN, WILLIAM H. _eauthor
245		4	_aTHE PROCESS OF MANAGEMENT
250			_a4TH EDITION
260			_aNEW DELHI: PRENTICE-HALL OF INDIA, _c1979
300			_a670 P., ILLUS
505			_a1. 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.
546			_aENG
650	1	0	_aMANAGEMENT.
942			_cMONO
990			_a1977
999			_a05416 _a658 NEW _aVIRTUA _c1907 _d1907
003			JPS