Management

TOSI H.L. – CARROLL S.J., Management. Wiley, 1976

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CONTENTS

Part 1: Introduction

Chapter 1 – The nature of managerial work
1.1. Management processes
1.2. Management process contingency theory
1.3. Summary

Chapter 2 – A short history of management thinking
2.1. Some antecedents of modern management thinking
2.2. Contemporary management movement
2.3. Summary[/one_half_last]

Part 2: Organization and environment

Chapter 3 – The Organization and the environment
3.1. The environment and the organization
3.2. Organization subsystems
3.3. The structure of environment
3.4. Summary

Chapter 4 – Types of Organizations
4.1. The mechanistic organization
4.2. The organic organization
4.3. Mixed organizations
4.4. Summary

Part 3: Individuals and groups in organizations

Chapter 5 – People in organizational settings
5.1. Skills, ability and knowledge
5.2. Needs and motives
5.3. Socialization
5.4. Orientation toward work
5.5. Organizational orientations and types of organizations
5.6. The psychological contract: Organization socialization
5.7. Summary

Chapter 6 – Groups in organizations
6.1. Types of groups in organizations
6.2. A group effects model
6.3. Summary

Part 4: The managerial process

Chapter 7 – Decision making
7.1. Recognizing a problem
7.2. Generating alternatives
7.3. Selecting alternatives
7.4. Decision making and types of organizations
7.5. Summary

Chapter 8 – Strategic planning
8.1. Types of goals
8.2. The strategic planning process
8.3. Summary

Chapter 9 – Operational planning and budgeting
9.1. Capital budgeting
9.2. Planning for operations
9.3. The human effects of planning and budgeting
9.4. Summary

Chapter 10 – Implementing plans
10.1. Work planning systems
10.2. Types of objectives and action plans
10.3. The cascading of objectives
10.4. Participation in goal setting
10.5. Participation in goal setting and types of organizations
10.6. Summary

Chapter 11 – Departmentation
11.1. Types of departmentation
11.2. Which form of departmentation?
11.3. The spirit of control
11.4. Authority and responsibility
11.5. Organization structure and formalization
11.6. Summary

Chapter 12 – Changing Organization Structure
12.1. Growth and structure change
12.2. Changing organizational environments
12.3. Summary

Chapter 13 – Human resource management
13.1. Human resource plannin
13.2. Staffing
13.3. Human resource development
13.4. Development techniques
13.5. Summary

Chapter 14 – Leadership
14.1. Why do people comply?
14.2. The basis of compliance
14.3. Leadership: theories and research
14.4. Leadership and type of organization
14.5. Summary

Chapter 15 – The motivation to work
15.1. Approaches to understanding motivation
15.2. The motivation results model
15.3. Summary

Chapter 16 – Managing motivation and performance
16.1. Managing motivation strategies
16.2. Motivation and performance
16.3. Summary

Chapter 17 – Control, process and structure
17.1. Preliminary control
17.2. Concurrent control
17.3. Organizational control structures
17.4. Control and types of organizations
17.5. Summary

Chapter 18 – Coordination
18.1. Cases of coordination problems
18.2. Methods of coordination
18.3. Summary

Chapter 19 – Planning and control techniques

19.1. A planning and control approach in mechanistic organizations
19.2. A planning and control approach in organic organizations

Part V: Management and the future

Chapter 20 – Organizations and their goals: present and future
20.1. Summary