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About this product
Product Identifiers
PublisherSpringer Netherlands
ISBN-109401094780
ISBN-139789401094788
eBay Product ID (ePID)203459786
Product Key Features
Number of PagesXvi, 303 Pages
LanguageEnglish
Publication NameManagement Skills
Publication Year2014
SubjectGeneral, Management
TypeTextbook
Subject AreaEducation, Business & Economics
AuthorW.T. Singleton
FormatTrade Paperback
Dimensions
Item Weight17.4 Oz
Item Length9.3 in
Item Width6.1 in
Additional Product Features
Intended AudienceScholarly & Professional
Dewey Edition19
Number of Volumes1 vol.
IllustratedYes
Dewey Decimal658.4
Table Of Content1 Systems Theory and Skill Theory.- 2 The Farm.- 3 Management of Military Organization.- 4 Universities.- 5 The National Health Service.- 6 The Social Services.- 7 The Town Planner.- 8 The Civil Service.- 9 Management in International Organizations.- 10 Production Management.- 11 The Personnel Manager.- 12 The Marketing Manager.- 13 Line Management and Management Services.- 14 Management Education and Training.- 15 Management Development.- 16 Final Discussion.- Author Index.
Synopsisw. T. SINGLETON THE CONCEPT This is the third in a series of books devoted to the study of real skills. The topic is management. A book on social skills is still to come and it might seem that the sequence should be reversed on the grounds that social skills are obviously one element in management skills but it is appropriate to deal with management first on the criterion of increasing complexity. Management skills are easier to understand than general social skills. This is because the defining characteristic of a skill is a purpose. The purpose of organizations in which managers operate and the tasks in which they are engaged are not easy to define but they are certainly less obscure than are the more general purposes of communities and people interactions in which the complete range of social skills is practised. Skills, like purposes, are inherently to do with people. It follows that the 'skills view' of management will be as a people-based activity. Individuals carry out management tasks and these tasks always involve other individuals, of whom some are subordinate, some superior and some equivalent within the hierarchy of the particular management organization. The concept of a hierarchy is as central to management as it is to skills. The alternative to hier archy is anarchy. Management is not solely concerned with people., w. T. SINGLETON THE CONCEPT This is the third in a series of books devoted to the study of real skills. The topic is management. A book on social skills is still to come and it might seem that the sequence should be reversed on the grounds that social skills are obviously one element in management skills but it is appropriate to deal with management first on the criterion of increasing complexity. Management skills are easier to understand than general social skills. This is because the defining characteristic of a skill is a purpose. The purpose of organizations in which managers operate and the tasks in which they are engaged are not easy to define but they are certainly less obscure than are the more general purposes of communities and people interactions in which the complete range of social skills is practised. Skills, like purposes, are inherently to do with people. It follows that the 'skills view' of management will be as a people-based activity. Individuals carry out management tasks and these tasks always involve other individuals, of whom some are subordinate, some superior and some equivalent within the hierarchy of the particular management organization. The concept of a hierarchy is as central to management as it is to skills. The alternative to hier- archy is anarchy. Management is not solely concerned with people.
LC Classification NumberL1-991
