Foundations of management
By Juan Antonio Pérez López
Length11h 43m
About this audiobook
The purpose of this edition is to open new avenues up for research and resolution of problems, especially in business organizations and institutions with a great impact on people's everyday lives, in which is something easy to observe the relation among effectiveness, efficiency, and consistency. This pressing also collects the extensive experience of the author on Government Decisions and Action. Its mission is to form persons for the practice of management, taken as a profession, and to develop new knowledge in the service of persons, firms, and society as a whole.
The content is divided into three parts: The Company as a Human Organization, Governance Decisions and Management Action.
Juan Antonio Pérez López, who died in 1996, was DBS of Harvard University and Professor at the Institute for Advanced Studies in Barcelona Company (IESE), which he also managed. His researches and publications have been focused on issues of Business Organization, which includes and integrates anthropological and ethical aspects too. Rialp has also published his book Theory of human action in organizations.
Audiobook details
GenreBusiness and Economics
Length11 hrs 43 mins
Narrated byListen with 1,000+ voices
FormateBook with Audio
Publish dateSep 1, 2021
LanguageEnglish
Table of contents
1Introduction
53CHAPTER 8 THE FUNCTIONS OF MANAGEMENT
2PROLOGUE
54Introduction
3FIRST PART THE COMPANY: A HUMAN ORGANIZATION
55The content of management processes
4CHAPTER 1 BUSINESS ORGANIZATIONS AS HUMAN REALITIES
56The models or paradigms of management
5Introduction
57The strategic dimension of management
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6What is an organization?
58The executive dimension of management
7Formal organization and real organization
59The leadership dimension of management
8Elements of the formal organization
60The nature of leadership
9Elements of the real organization
61The development of authority
10Theories or models for explaining organizations
62The loss of authority
11Mechanical or technical system models
63CHAPTER 9 EVALUATION OF MANAGEMENT DECISIONS (I) I. The effectiveness criterion
12Organic models: the organization as an organism
64Introduction
13Anthropological model: The organization as an institution
65The effectiveness criterion in management decisions
14Application of models to real-life situations
66CHAPTER 10 EVALUATION OF MANAGEMENT DECISIONS (II) II. The efficiency criterion
15The business firm as a human reality
67The efficiency criterion in management decisions
16CHAPTER 2 HUMAN MOTIVATION Mechanistic and psycho-sociological theories
68The concept of efficiency
17Introduction
69CHAPTER 11 EVALUATION OF MANAGEMENT DECISIONS (III) III. The consistency criterion
18The mechanistic theories
70The consistency criterion in management decisions
19The psycho-sociological models
71Extrinsic, intrinsic and transcendent motives in decisions
20Maslow's theory
72Affective satisfactions: sentiments and emotions
21Herzberg’s theory
73CHAPTER 12 ETHICS AND MANAGEMENT (The application of the consistency criterion)
22McGregor: Theory Xand Theory Y
74Introduction
23The limits of the psycho-sociological paradigm
75The contents of “Business Ethics”
24CHAPTER 3 THE ANTHROPOLOGICAL THEORY OF MOTIVATION
76Personal and professional Ethics of the manager
25Introduction
77THIRD PART MANAGEMENT ACTION
26Motives of individual actions
78CHAPTER 13 FORMULATION OF THE FIRM’S PURPOSE
27Types of needs
79Introduction
28Motivational conflicts and their relationship to learning
80Subjective and objective ends of a decision-maker
29CHAPTER 4 THE INFORMAL OR SPONTANEOUS SYSTEM
81Subjective and objective ends of business organizations
30Introduction
82The Formulations of purpose in business organizations2
31The formal system of an organization
83CHAPTER 14 OPERATIONAL DEFINITION OF THE PURPOSE
32The spontaneous or informal system of an organization
84Introduction
33Organizational members
85Validity and operationality of the definition of a purpose
34The operative and structural relationship of an organization
86Operational definitions and levels of reality of the purpose
35CHAPTER 5 HOW ORGANIZATIONS WORK (I) I. The mechanistic models
87Operational definition of a goal
36Introduction
88Operational definition of the mission
37The mechanistic models
89The generic and specific mission of an organization
38The concept of “organizational purpose” in mechanistic models
90CHAPTER 15 THE DESIGN OF THE ORGANIZATION
39The nature of the “fund of incentives”
91Introduction
40Types of power
92Operational definition of purposes in business organizations
41The intrinsic limits of “coercive power”
93Design of a business organization
42The extrinsic limits of “coercive power”
94CHAPTER 16 STRUCTURING THE DESIGN
43CHAPTER 6 HOW ORGANIZATIONS WORK (II) II. The psycho-sociological models
95Introduction
44Introduction
96The concept of manager
45The psycho-sociological models
97The management structure
46The psycho-sociological notion of “organizational purpose”
98CHAPTER 17 IMPLEMENTING THE PURPOSE
47CHAPTER 7 HOW ORGANIZATIONS WORK (III) III. The anthropological models
99Introduction
48Introduction
100Strategic planning
49The concept of the organization´s unity
101Operative policies
50The anthropological model
102Institutional policies
51The firm as an institution
103Management control
52SECOND PART GOVERNANCE DECISIONS
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