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Management - Vikhansky OS

Vikhansky OS, Naumov A.I.

B54 Management : Tutorial. - 3rd ed. - M .: Gardariki, 2003. - 528 pp., Ill. ISBN 5-8297- 0005-0 (in translation)

The textbook covers a wide range of management issues in a business organization operating in a competitive market environment. A feature of the book is the approach to the consideration of management from the standpoint of the most effective use of the potential of the organization, primarily human potential, for successful survival in a dynamically changing environment.

For university students enrolled in economic fields and specialties. It is of interest to those who work in the field of business.



ZMIST


INTRODUCTORY CHAPTER
1. General characteristics of management
1.1. Organization and Management
1.2. Position management inside the organization
1.3. Management and external environment of the organization
1.4. The process of managing the organization
1.5. Manager
2. Theoretical view on the nature, nature and development of management
2.1. Management as a relation
2.2. Management as a developing system
2.3. Content and logic of management development
3. Development of views on management
3.1. "One-dimensional" management doctrines
3.2. "Synthetic" management teachings
Brief conclusions
Chapter 1. MAN IN THE ORGANIZATION
1. The interaction of man and organization
1.1 Model of human interaction and organizational environment
1.2. The problem of establishing the interaction of man and the organizational environment
2. The entry of a person into the organization
2.1. Training on entering the organization
2.2. The impact of the organization on the entry process
2.3. Develop a sense of responsibility towards the organization
2.4. Completion of the process of incorporating a new person into the organization
2.5. The assimilation of the norms and values ​​of the organization by a new employee
3. The role aspect of human interaction and organization
4. The personal aspect of human interaction and organizational environment
4.1. Human perception of the environment
4.2. Criterion basis of behavior
4.3. Characteristics of individuality
5. The interaction of man and group
5.1. General group concept
5.2. General characteristics of the group
5.3. Individual and group
6. Adaptation of a person to an organizational environment and change of his behavior
6.1. Learning behavior in organizations
6.2. The process of consciously learning how to behave in an organization
6.3. Teaching behavior and modifying human behavior in an organization
Brief conclusions
Chapter 2 MOTIVATION OF ACTIVITY
1. General characteristics of motivation
1.1. What is motivation?
1.2. Motivational process
2. Theories of content motivation
2.1. Maslow's Needs Hierarchy Theory
2.2. ERG Alderfera theory
2.3. McClelland’s Acquired Needs Theory
2.4. Theory of the two factors of Herzberg
2.5. A generalized view of the theory of content motivation
3. Theories of the process of motivation
3.1. Theory of expectation
3.2. Goal setting theory
3.3. Equality Theory
3.4. The concept of participatory management
Brief conclusions
Chapter 3 STRATEGIC MANAGEMENT OF THE ORGANIZATION
1. General characteristics of strategic management
1.1. The essence of strategic management
1.2. Strategic management system
2. Analysis of the environment
2.1. Environmental analysis
2.2. Analysis of the internal environment
Brief conclusions
Chapter 4 MISSION AND OBJECTIVES OF THE ORGANIZATION
1. The mission of the organization
2. Goals of the organization
3. Setting goals
Brief conclusions
Chapter 5 FIRM'S STRATEGY
1. Types of business strategies
1.1. Strategy areas
1.2. Reference Development Strategies
2. Development of the company's strategy
2.1. Strategy steps
2.2. Strategy selection
3. Execution of the strategy
3.1. Stages of strategy implementation
3.2. Areas of strategic change
3.3. Problems of strategic change
3.4. Capacity building for strategy implementation
Brief conclusions
Chapter 6 DESIGN OF WORK IN THE ORGANIZATION
1. Organization management functions
1.1. General enterprise functions
1.2. Administration function
1.3. Management function analysis
2. Design work
2.1. Work design concept
2.2 Analysis of work
2.3. Work parameters
2.4. Perception of work content
2.5. Technology and design work
3. Design work models
3.1. Building work
3.2. Scale up
3.3. Work rotation
3.4. Job enrichment
3.5. Model of the sociotechnical system
3.6. Choosing a design model work
Brief conclusions
Chapter 7 DESIGN OF THE ORGANIZATION
1. Organization design factors
1.1. External environment
1.2. Technology work
1.3. Strategic choice
2. Elements of organization design
2.1. Division of labor and specialization
2.2. Departmentalization and cooperation
2.3. Communication in organization and coordination
2.4. Scale of control and control
2.5. The hierarchy in the organization and its zvennost
2.6. Distribution of rights and responsibilities
2.7. Centralization and decentralization
2.8. Differentiation and Integration
Brief conclusions
Chapter 8 TYPES OF ORGANIZATIONS
1. Types of organizations interacting with the external environment
1.1. Mechanistic type of organization
1.2. Organic type of organization
2 Types of organizations for the interaction units
2.1. Traditional organization
2.2. Divisional organization
2.3. Matrix organization
3. Types of human interaction organizations
3.1. Corporate body
3.2. Individualistic organization
4. New in organization types
4.1. Echocratic Organization
4.2. Multidimensional organization
4.3. Participatory organization
4.4. Business organization
4.5. Market oriented organization
Brief conclusions
Chapter 9 ORGANIZATIONAL PROCESSES
1. Communication in management
1.1. General concept
1.2. Communication process
1.3. Communication networks
1.4. Communication styles
1.5. Nonverbal communication
2. Decision Making
2.1. General concept
2.2. Decision models
2.3. Management decision making process
3. Power and influence
3.1. General concept
3.2. Sources of power in organizations
3.3. Leadership and power
4. Conflict Management
4.1. General concept
4.2. Conflict types
4.3. Levels of conflict in the organization
4.4. Structural Conflict Management Techniques
Brief conclusions
Chapter 10 ORGANIZATIONAL CULTURE
1. The concept of organizational culture
1.1. The concept and structure of organizational culture
1.2. Content of organizational culture
2. Development of organizational culture
2.1. Formation of organizational culture
2.2. Maintaining organizational culture
2.3. Changing organizational culture
3. The impact of culture on organizational effectiveness
3.1. Approaches to measuring the impact of culture
3.2. Compliance culture accepted strategy
3.3. Organizational Culture Management
4. National in organizational culture
4.1. Systems approach
4.2. Hofstad model
4.3. Model Lane and Distefano
4.4. Ouchi model
Brief conclusions
Chapter 11 LEADERSHIP
1. Leadership Basics
1.1. The nature and definition of leadership
1.2. The contents of the concept of leadership in the management of the organization
1.3. Leader and manager
1.4. Leadership Learning Approaches
2. Traditional leadership concepts
2.1. Leadership Theory
2.2. Leadership Concepts
3. Concepts of situational leadership
3.1. Tanninbaum - Schmidt Continuous Leadership Behavior
3.2. Fidler's Situational Leadership Model
3.3. The model of the situational leadership of Hersey and Blanchard
3.4. The Path-Target Leadership Model by House and Mitchell
3.5. The Stinson-Johnson Situational Leadership Model
3.6. Situational decision-making model of Vrum - Yetton - Iago
3.7. Comparative analysis of situational models of leadership
4. New Leadership Theories
4.1. The concept of attributive leadership (a causal approach to the study of leadership)
4.2. The concept of charismatic leadership
4.3. Concept of transformative leadership or leadership for change
Brief conclusions