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Management - Vikhanskiy OS
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Management - Vikhanskiy OS
|
Vikhansky OS, Naumov AI В54 Management : the Textbook. - 3rd ed. - Moscow: 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. The peculiarity of the book is the approach to considering management in terms of the most effective use of the organization's potential, first of all human potential, for successful survival in a dynamically changing environment. For students of higher educational institutions studying in economic fields and specialties. It is of interest for those who work in the field of business. |
ZMIST
INTRODUCTORY CHAPTER
1. General characteristics of management
1.1. Organization and Management
1.2. The position of management within the organization
1.3. Management and the external environment of the organization
1.4. Organization Management Process
1.5. Manager
2. Theoretical view on the nature, essence and development of management
2.1. Management as attitude
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" Exercises on Management
3.2. "Synthetic" exercise on management
Brief conclusions
Chapter 1. THE PERSON IN THE ORGANIZATION
1. Human-Organizational Interaction
1.1 The model of interaction between a person and the organizational environment
1.2. The problem of establishing interaction between a person and the organizational environment
2. The entry of a person into an organization
2.1. Learning when joining an organization
2.2. The impact of the organization on the process of entry
2.3. Developing a sense of responsibility before the organization
2.4. Completion of the process of inclusion of a new person in an organization
2.5. Assimilation of norms and values of the organization by a new employee
3. The Role of Human-Organizational Relations
4. The personal aspect of human interaction and organizational environment
4.1. Perception of human environment
4.2. Criterial basis of behavior
4.3. Characteristics of a person's personality
5. Human-group interaction
5.1. General concept of group
5.2. General characteristics of the group
5.3. Individual and group
6. Adapting a person to the organizational environment and changing his behavior
6.1. Teaching behavior in an organization
6.2. The process of conscious learning behavior in an organization
6.3. Teaching behavior and modification of human behavior in an organization
Brief conclusions
Chapter 2 MOTIVATION OF ACTIVITIES
1. General characteristics of motivation
1.1. What is Motivation?
1.2. Motivational process
2. Theories of the content of motivation
2.1. Maslow's hierarchy of needs hierarchy
2.2. Theory of the ERG Alderfer
2.3. The theory of McClelland's acquired needs
2.4. The theory of two factors of Herzberg
2.5. Generalized view on the theory of the content of motivation
3. Theories of the process of motivation
3.1. Theory of expectation
3.2. The Theory of Setting Goals
3.3. The theory of equality
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. System of strategic management
2. Analysis of the environment
2.1. Analysis of the external environment
2.2. Analysis of the internal environment
Brief conclusions
Chapter 4 MISSION AND OBJECTIVES OF THE ORGANIZATION
1. Mission of the organization
2. Objectives of the organization
3. Setting Goals
Brief conclusions
Chapter 5 THE STRATEGY OF THE FIRM
1. Types of business strategies
1.1. Areas of strategy development
1.2. Reference development strategies
2. Development of the firm's strategy
2.1. Steps to determine the strategy
2.2. Choice of strategy
3. Implementation of the strategy
3.1. The stages of strategy implementation
3.2. Areas of strategic change
3.3. Problems of strategic changes
3.4 Mobilizing the capacity to implement the strategy
Brief conclusions
Chapter 6 DESIGNING THE WORK IN THE ORGANIZATION
1. Management functions of the organization
1.1. General functions of the enterprise
1.2. Administration function
1.3. Analysis of management functions
2. Designing work
2.1. Concept of design work
2.2 Performance analysis
2.3. Work Parameters
2.4. Perception of the content of the work
2.5. Technology and design work
3. Models of work design
3.1. Building work
3.2. Expanding the scope of work
3.3. Rotation of work
3.4 Enrichment of work
3.5. Model of socio-technical system
3.6. Choice of work design model
Brief conclusions
Chapter 7 DESIGN OF THE ORGANIZATION
1. Organization design factors
1.1. External environment
1.2. Technology of work
1.3. Strategic choice
2. Elements of designing an organization
2.1. Division of labor and specialization
2.2. Department and cooperation
2.3. Communication in the organization and coordination
2.4. Scope of controllability and control
2.5. Hierarchy in the organization and its links
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 units interaction
2.1. Traditional organization
2.2. Divisional organization
2.3. Matrix Organization
3. Types of organizations for human interaction
3.1. Corporate body
3.2. The individualistic organization
4. New in types of organization
4.1. Edhokratichesky organization
4.2. Multidimensional organization
4.3. Participatory organization
4.4. Entrepreneurial organization
4.5. A market-oriented organization
Brief conclusions
Chapter 9 ORGANIZATIONAL PROCESSES
1. Communication in management
1.1. General concept
1.2. The process of communication
1.3. Communication networks
1.4. Communication styles
1.5. Nonverbal Communication
2. Decision-making
2.1. General concept
2.2. Models of decision making
2.3. Process of making managerial decisions
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 Conflicts
4.3. Levels of conflict in the organization
4.4. Structural methods of 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. Content of organizational culture
2. Development of organizational culture
2.1. Formation of organizational culture
2.2. Maintenance of organizational culture
2.3. Change in organizational culture
3. The influence of culture on organizational effectiveness
3.1. Approaches to measuring the impact of culture
3.2. Correspondence of the culture of the adopted strategy
3.3. Organizational culture management
4. National in organizational culture
4.1. Systems approach
4.2. Hofsteed model
4.3. Model Lane and Distefano
4.4. Ouchi model
Brief conclusions
Chapter 11 LEADERSHIP
1. Fundamentals of Leadership
1.1. The nature and definition of the concept of leadership
1.2. Contents of the notion of leadership in the management of an organization
1.3. Leader and manager
1.4. Approaches to Leadership Studies
2. Traditional concepts of leadership
2.1. The theory of leadership qualities
2.2. Leadership Concepts
3. Concepts of situational leadership
3.1. Continuum of leadership behavior Tannenbaum-Schmidt
3.2. Fidler's Situational Leadership Model
3.3. Model of situational leadership of Hersay and Blanchard
3.4 The model of leadership "the way - the goal" of House and Mitchell
3.5. Stinson-Johnson situational leadership model
3.6. Situational decision-making model of Vroom - Yetton - Iago
3.7. Comparative analysis of situational models of leadership
4. New in theories of leadership
4.1. The concept of attributive leadership (the cause-and-effect approach to the study of leadership)
4.2. The concept of charismatic leadership
4.3. The concept of transformative leadership or leadership for change
Brief conclusions
1. General characteristics of management
1.1. Organization and Management
1.2. The position of management within the organization
1.3. Management and the external environment of the organization
1.4. Organization Management Process
1.5. Manager
2. Theoretical view on the nature, essence and development of management
2.1. Management as attitude
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" Exercises on Management
3.2. "Synthetic" exercise on management
Brief conclusions
Chapter 1. THE PERSON IN THE ORGANIZATION
1. Human-Organizational Interaction
1.1 The model of interaction between a person and the organizational environment
1.2. The problem of establishing interaction between a person and the organizational environment
2. The entry of a person into an organization
2.1. Learning when joining an organization
2.2. The impact of the organization on the process of entry
2.3. Developing a sense of responsibility before the organization
2.4. Completion of the process of inclusion of a new person in an organization
2.5. Assimilation of norms and values of the organization by a new employee
3. The Role of Human-Organizational Relations
4. The personal aspect of human interaction and organizational environment
4.1. Perception of human environment
4.2. Criterial basis of behavior
4.3. Characteristics of a person's personality
5. Human-group interaction
5.1. General concept of group
5.2. General characteristics of the group
5.3. Individual and group
6. Adapting a person to the organizational environment and changing his behavior
6.1. Teaching behavior in an organization
6.2. The process of conscious learning behavior in an organization
6.3. Teaching behavior and modification of human behavior in an organization
Brief conclusions
Chapter 2 MOTIVATION OF ACTIVITIES
1. General characteristics of motivation
1.1. What is Motivation?
1.2. Motivational process
2. Theories of the content of motivation
2.1. Maslow's hierarchy of needs hierarchy
2.2. Theory of the ERG Alderfer
2.3. The theory of McClelland's acquired needs
2.4. The theory of two factors of Herzberg
2.5. Generalized view on the theory of the content of motivation
3. Theories of the process of motivation
3.1. Theory of expectation
3.2. The Theory of Setting Goals
3.3. The theory of equality
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. System of strategic management
2. Analysis of the environment
2.1. Analysis of the external environment
2.2. Analysis of the internal environment
Brief conclusions
Chapter 4 MISSION AND OBJECTIVES OF THE ORGANIZATION
1. Mission of the organization
2. Objectives of the organization
3. Setting Goals
Brief conclusions
Chapter 5 THE STRATEGY OF THE FIRM
1. Types of business strategies
1.1. Areas of strategy development
1.2. Reference development strategies
2. Development of the firm's strategy
2.1. Steps to determine the strategy
2.2. Choice of strategy
3. Implementation of the strategy
3.1. The stages of strategy implementation
3.2. Areas of strategic change
3.3. Problems of strategic changes
3.4 Mobilizing the capacity to implement the strategy
Brief conclusions
Chapter 6 DESIGNING THE WORK IN THE ORGANIZATION
1. Management functions of the organization
1.1. General functions of the enterprise
1.2. Administration function
1.3. Analysis of management functions
2. Designing work
2.1. Concept of design work
2.2 Performance analysis
2.3. Work Parameters
2.4. Perception of the content of the work
2.5. Technology and design work
3. Models of work design
3.1. Building work
3.2. Expanding the scope of work
3.3. Rotation of work
3.4 Enrichment of work
3.5. Model of socio-technical system
3.6. Choice of work design model
Brief conclusions
Chapter 7 DESIGN OF THE ORGANIZATION
1. Organization design factors
1.1. External environment
1.2. Technology of work
1.3. Strategic choice
2. Elements of designing an organization
2.1. Division of labor and specialization
2.2. Department and cooperation
2.3. Communication in the organization and coordination
2.4. Scope of controllability and control
2.5. Hierarchy in the organization and its links
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 units interaction
2.1. Traditional organization
2.2. Divisional organization
2.3. Matrix Organization
3. Types of organizations for human interaction
3.1. Corporate body
3.2. The individualistic organization
4. New in types of organization
4.1. Edhokratichesky organization
4.2. Multidimensional organization
4.3. Participatory organization
4.4. Entrepreneurial organization
4.5. A market-oriented organization
Brief conclusions
Chapter 9 ORGANIZATIONAL PROCESSES
1. Communication in management
1.1. General concept
1.2. The process of communication
1.3. Communication networks
1.4. Communication styles
1.5. Nonverbal Communication
2. Decision-making
2.1. General concept
2.2. Models of decision making
2.3. Process of making managerial decisions
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 Conflicts
4.3. Levels of conflict in the organization
4.4. Structural methods of 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. Content of organizational culture
2. Development of organizational culture
2.1. Formation of organizational culture
2.2. Maintenance of organizational culture
2.3. Change in organizational culture
3. The influence of culture on organizational effectiveness
3.1. Approaches to measuring the impact of culture
3.2. Correspondence of the culture of the adopted strategy
3.3. Organizational culture management
4. National in organizational culture
4.1. Systems approach
4.2. Hofsteed model
4.3. Model Lane and Distefano
4.4. Ouchi model
Brief conclusions
Chapter 11 LEADERSHIP
1. Fundamentals of Leadership
1.1. The nature and definition of the concept of leadership
1.2. Contents of the notion of leadership in the management of an organization
1.3. Leader and manager
1.4. Approaches to Leadership Studies
2. Traditional concepts of leadership
2.1. The theory of leadership qualities
2.2. Leadership Concepts
3. Concepts of situational leadership
3.1. Continuum of leadership behavior Tannenbaum-Schmidt
3.2. Fidler's Situational Leadership Model
3.3. Model of situational leadership of Hersay and Blanchard
3.4 The model of leadership "the way - the goal" of House and Mitchell
3.5. Stinson-Johnson situational leadership model
3.6. Situational decision-making model of Vroom - Yetton - Iago
3.7. Comparative analysis of situational models of leadership
4. New in theories of leadership
4.1. The concept of attributive leadership (the cause-and-effect approach to the study of leadership)
4.2. The concept of charismatic leadership
4.3. The concept of transformative leadership or leadership for change
Brief conclusions
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