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Management - Vikhansky O.S.

Vikhansky O.S., Naumov A.I.

B54 Management : Textbook. - 3rd ed. - M .: Gardariki, 2003 .-- 528 p.: Ill. ISBN 5-8297- 0005-0 (per.)

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 perspective of the most efficient use of the organization’s potential, primarily human potential, for successful survival in a dynamically changing environment.

For students of higher educational institutions studying in economic areas and specialties. It is of interest to those who work in the field of business.



ЗМІСТ


INTRODUCTION CHAPTER
1. General characteristics of management
1.1. Organization and Management
1.2. Management position within the organization
1.3. Management and the external environment of the organization
1.4. Organization Management Process
1.5. Manager
2. A theoretical view of the nature, essence 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 management views
3.1. One-Dimensional Management Doctrines
3.2. "Synthetic" management exercises
Brief conclusions
Chapter 1. The person 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. Entry of a person into the organization
2.1. Entry Training
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. Assimilation of organization norms and values ​​by a new employee
3. The role aspect of the interaction of man and organization
4. The personal aspect of human interaction and organizational environment
4.1. Human Perception
4.2. Criteria for Behavior
4.3. Personality Characteristics
5. Human-group interaction
5.1. General group concept
5.2. General characteristics of the group
5.3. Individual and group
6. Adaptation of a person to the organizational environment and change in his behavior
6.1. Learning behavior in an organization
6.2. The process of conscious learning behavior in an organization
6.3. Learning 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. Motivation process
2. Theories of the content of motivation
2.1. Maslow's hierarchy of needs theory
2.2. ERG Alderfer Theory
2.3. McClelland's Acquired Needs Theory
2.4. The theory of two Herzberg factors
2.5. A generalized view of the theory of content motivation
3. Theories of the process of motivation
3.1. Expectation theory
3.2. Goal setting theory
3.3. Theory of Equality
3.4. Participatory management concept
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. Environmental analysis
2.1. Environmental analysis
2.2. Analysis of the internal environment
Brief conclusions
Chapter 4 MISSION AND PURPOSES OF THE ORGANIZATION
1. Organization mission
2. Objectives of the organization
3. Setting goals
Brief conclusions
Chapter 5 COMPANY STRATEGY
1. Types of business strategies
1.1. Strategy Areas
1.2. Reference Development Strategies
2. The development of company strategy
2.1. Strategy Definition Steps
2.2. Strategy selection
3. Implementation of the strategy
3.1. Strategy Stages
3.2. Areas for strategic change
3.3. Challenges for strategic change
3.4. Mobilizing capacity for strategy implementation
Brief conclusions
Chapter 6 DESIGNING WORK IN THE ORGANIZATION
1. Organization management functions
1.1. General functions of the enterprise
1.2. Administration function
1.3. Management Function Analysis
2. Designing the work
2.1. Work design concept
2.2 Analysis of work
2.3. Work parameters
2.4. Perception of the content of the work
2.5. Technology and design work
3. Design models of work
3.1. Construction work
3.2. Scale up work
3.3. Job rotation
3.4. Job enrichment
3.5. Sociotechnical system model
3.6. Choosing a design model of work
Brief conclusions
Chapter 7 DESIGN OF THE ORGANIZATION
1. Design factors of the organization
1.1. External environment
1.2. Work technology
1.3. Strategic choice
2. Organization design elements
2.1. Division of labor and specialization
2.2. Departmentalization and cooperation
2.3. Organization Relations and Coordination
2.4. Scale of manageability and control
2.5. Hierarchy in the organization and its link
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 for interaction with the external environment
1.1. Mechanistic type of organization
1.2. Organic type of organization
2 Types of organizations for the interaction of units
2.1. Traditional organization
2.2. Division Organization
2.3. Matrix organization
3. Types of human interaction organizations
3.1. Corporate body
3.2. Individualist organization
4. New in types of organization
4.1. Edhocratic organization
4.2. Multidimensional organization
4.3. Participatory organization
4.4. Entrepreneurial Organization
4.5. Market Oriented Organization
Brief conclusions
Chapter 9 ORGANIZATIONAL PROCESSES
1. Communications in management
1.1. General concept
1.2. Communication process
1.3. Communication networks
1.4. Communication styles
1.5. Non-verbal 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 the organization
3.3. Leadership and Power
4. Conflict management
4.1. General concept
4.2. Types of Conflict
4.3. Organization Conflict Levels
4.4. Structural Conflict Management
Brief conclusions
Chapter 10 ORGANIZATIONAL CULTURE
1. The concept of organizational culture
1.1. The concept and structure of organizational culture
1.2. Organizational Culture Content
2. The development of organizational culture
2.1. Formation of organizational culture
2.2. Maintaining an Organizational Culture
2.3. Organizational Culture Change
3. The impact of culture on organizational effectiveness
3.1. Cultural Impact Approaches
3.2. Culture matching strategy
3.3. Organizational culture management
4. National in organizational culture
4.1. Systems approach
4.2. Hofstead 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 content of the concept of leadership in organization management
1.3. Leader and manager
1.4. Leadership Approaches
2. Traditional leadership concepts
2.1. Leadership Theory
2.2. Leadership Behavior Concepts
3. Concepts of situational leadership
3.1. Tannenbaum - Schmidt Leadership Continuum
3.2. Fiedler’s situational leadership model
3.3. Hersey and Blanchard situational leadership model
3.4. House-Mitchell leadership-path model
3.5. Stinson-Johnson situational leadership model
3.6. Situational decision making model of Wroom - Yetton - Iago
3.7. Comparative analysis of situational leadership models
4. New in leadership theories
4.1. The concept of attributive leadership (a causal approach to the study of leadership)
4.2. Charismatic Leadership Concept
4.3. The concept of transformative leadership or leadership for change
Brief conclusions