000			03584nam a22002417a 4500
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008			161004b xxu||||| |||| 00| 0 eng d
020			_a978-007-128687-9
040			_cUM Bansalan College LIC
082			_212th edition _aBaC 658 _bW42m
100			_91962 _aWeihrich, Heinz
245			_aManagement: _bA global and entrepreneurial perspecive/ _cby Heinz Weihrich
250			_aTwelfth edition
260			_a--New Delhi: _bMcGraw-Hill _cc2008.
300			_axxxvii, 527p.: _bill. _c23.5cm.
500			_aIncludes appendix and indexes
505			_aList of figures Chapter 1 . time spent in carrying out managerial functions -- skills and management levels -- approaches to management --the management process or operational approach -- input-output model -- systems approach to management --2. the organization and its external environment --3. forms of international business -- the baldridge award criteria framework: dynamic relationships --the European foundation for quality management model for business --4. close relationship of planning and controlling -- steps in planning -- relationship of objectives and the organizational hierarchy -- systems approach to management by objectives --5. strategic planning from model -- TOWS matrix for strategy formulation -- dynamics of the TOWS matrix -- business portfolio matrix --6. bases for selecting from among alternative courses of action -- the nature of problems and decision making in the organization --7. formal and informal organizations -- organization structures with narrow and wide spans -- management by processes --the organizing processes --8. a functional organization grouping -- a territorial, or geographic, organization grouping --costumer departmentation -- an product organization grouping -- matrix organization -- typical strategic business unit organization in a large industrial chemical company --9. centralization and decentralization as tendencies --10. formal and informal or informational organizations --11. systems approach to staffing -- manager inventory chart -- personnel action based on manager supply and demand within the enterprise -- systems approach to selection --12.the appraisal process -- formulation of career strategy --13. manager development process and training -- analysis of training needs -- moving on organizational equilibrium -- a model of the organization development process --14. maslow's hierarchy of needs -- comparison of maslow's and Herzberg's theories of motivation -- porter and lawler's motivation model -- equity theory -- objective or goal setting for motivation -- 15. the flow of influence with three leadership styles -- the managerial grid -- continuum of manager-non-manager behavior -- fiedler's model of leadership --path-goal approach to leadership effectiveness --16. increase complexity of relationships through increase in group size -- which comparison line is in the same length as the standard line? --17. the purpose and function of communication -- communication process model -- information flow in an organization -- 18.feedback loop of management control -- comparison of simple feedback and feedforward systems --systems of inputs for feedforward inventory control --19. transition from a gannt chart to PERT -- PERT flowchart -- matrix for e- commerce --20. operations management systems -- inventory control model.
700			_91963 _aCannice, Mark V.
700			_91964 _aKoontz, Harold
942			_2ddc _cBC
999			_c1354 _d1354