The Manager’S Job : : Including Papers from Utility Management Workshops Columbia University, 1956 to 1959 / / ed. by Robert Teviot Livingston, William W. Waite.

• Superior document: Title is part of eBook package: De Gruyter Columbia University Press eBook-Package Archive 1898-1999
• MitwirkendeR: Acker, Ernest R.,; Branch, Harllee,; Exton, William,; Foley, John P.,; Hertz, David B.,; Lippert, Fred G.,; Livingston, Robert Teviot,; Porter, Kendrick,; Power, Donald C.,; Rouse, F. O.,; Rudge, Fred,; Schell, Erwin H.,; Smiddy, Harold F.,; Stackpole, Chester S.,; Stryker, Perrin,; Thorner, Melvin W.,; Waite, William W.,; Watson, Goodwin,; Wolfe, J. Theodore,; Wormser, Felix,; Wyck, Allen Van,
• HerausgeberIn: Livingston, Robert Teviot,; Waite, William W.,
• Place / Publishing House: New York, NY : : Columbia University Press, , [1960]; ©1960
• Year of Publication: 1960
• Language: English
• Physical Description: 1 online resource (462 p.)

Reports on an experiment and instrument for the development in managers with practical use in job competency as well.

Table of Contents

• Frontmatter
• GENERAL INTRODUCTION
• CONTENTS
• Part One: THE JOB OF THE TOP MANAGER
• INTRODUCTION
• AN OVER-ALL LOOK AT THE JOB OF THE MANAGER
• HARMONY AND CONFLICT IN THE JOB OF THE MANAGER
• HOW IT IS TO BE THE PRINCIPAL EXECUTIVE
• WHAT A COMPANY PRESIDENT SHOULD BE
• EVERYBODY IS A MANAGER
• Part Two: THE JOB OF ANY MANAGER
• INTRODUCTION
• MANAGERIAL TECHNIQUES
• AN APPRAISAL OF AVAILABLE MANAGEMENT TECHNIQUES
• TOWARD THE DEFINITION OF AN EXECUTIVE
• FEDERAL GOVERNMENT RELATIONS TO BUSINESS
• THE TOOLS OF THE MANAGER
• ORGANIZATIONAL FUNCTIONS
• Part Three: THE MANAGER AND HUMAN RELATIONS
• INTRODUCTION
• A MAP FOR THE STUDY OF HUMAN RELATIONS
• PEOPLE IN GROUPS
• THE PSYCHOLOGY OF HUMAN RELATIONS AND MANAGEMENT
• ARE MANAGERS PEOPLE?
• A SOCIO-PSYCHOLOGICAL APPROACH TO HUMAN RELATIONS
• Report: AN OPERATIONAL STUDY OF SUPERVISORY HUMAN RELATIONS
• Part Four: COMMUNICATION AND MANAGEMENT
• INTRODUCTION
• THE PLACE AND PROBLEM OF COMMUNICATION IN MANAGEMENT AND ADMINISTRATION
• DIRECT AND NONDIRECT COMMUNICATION
• PROBLEMS OF COMMUNICATION
• MANAGERIAL TECHNOLOGIES
• MANAGEMENT IS COMMUNICATION
• Part Five: DEVELOPMENT OF MANAGERS
• INTRODUCTION
• NEW HORIZONS FOR MANAGERS
• INSTRUCTION—A TWO-WAY PROCESS
• Report: A METHOD FOR SELECTION, APPRAISAL, AND DEVELOPMENT OF FUTURE MANAGEMENT PERSONNEL
• Report: SOME TECHNIQUES FOR DEVELOPING MANAGERS
• JUSTIFICATION FOR AN EXECUTIVE DEVELOPMENT PROGRAM
• A MANAGER DEVELOPMENT PROGRAM
• Part Six: DECISION-MAKING
• INTRODUCTION
• DECISION THEORY
• 3-D DECISION-MAKING
• ACTION: THE REALIZATION
• DECISION-MAKING AND THE BUSINESS CLIMATE