Suchergebnisse

Traditionally, the effectiveness of the senior officials within the
public sector has been disproportionately associated with task instead
of people‐related skills. A study of 74 senior managers within Indian
Railways, over three years, has revealed that managers, in order to
become effective, not only require task and people skills but also
self‐development knowledge and skills. Moreover, the above broad
categories of managerial skills form a hierarchy which suggests that the
more senior positions which managers occupy, the greater the need for
people and self‐development. Explores the implications of the above for
senior management training and development in public sector briefly.

pt. ONE: AN OVERVIEW OF MANAGEMENT. 1: Introduction to organizations and management -- 2: The nature of management -- 3: The development of management thought -- pt. TWO: PLANNING FOR A DYNAMIC ENVIRONMENT. 4: The environment of business -- 5: Ethics and corporate social responsibility -- 6: Planning and strategy formulation -- 7: Fundamentals of decision-making -- 8: Planning and decision aids -- pt. THREE: ORGANIZING. 9: Organizational structure and design -- 10: Organizational change and learning -- pt. FOUR: LEADING. 11: Motivating for performance -- 12: The nature of leadership -- Organizational communication -- 14: Groups and teams in organizations -- 15: Organizational cultures and workforce diversity -- pt. FIVE: CONTROLLING. 16: Controlling in organizations -- 17: Contemporary issues in management