I think we have to agree that and science should underpin practice, otherwise why develop it? Only to find, after spending a lot of time reading, that there wasn’t anything, and I don’t know any practicing manager who doesn’t manage in light of the situation. I thought, my gosh, there must be something new there. Another, that the actual managing depends on the situation. I found that out when I was in the airline industry a few years ago and I never thought it was anything very surprising. For example, some things like this: that technology affects management organization. I am surprised as I watch the literature, that some people are discovering what we’ve known for years. I see too many academics forgetting what I think our job is in, and that is to organize available develop new knowledge, of course, but organize it in such a way that it can be useful to practicing managers to underpin management.Harold Koontz and Heinz Weihrich (2006) Essentials Of Management.A chart shows only formal authority relationships and omits the many significant informal and informational relationships. Harold Koontz and (1955), Principles of Management: An Analysis of Managerial Functions.the function of getting things done through others.Koontz & Heinz Weihrich Essentials of Management. PUNJAB TECHNICAL UNIVERSITY.pdf Download Mba-04.pdf - Sr Author Books Publisher 1 Harold.
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