Why do managers do what they do

Lawrence p 1984 management in action routledge kegan

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Lawrence, P. (1984). Management in Action, Routledge & Kegan Paul, London. Ley, D. A. (1980). 'The Effective GM: Leader or Entre- preneur?', Cornell H,R,A, Quarterly, November, pp. 66-67. Luthans, F. and D. L. Lockwood (1984). 'Toward an Observa- tional System for Measuring Leader Behaviour in Natural Settings'. In: J. G. Hunt, D. Hosking, C. A. Schriesheim and R. Stewart (eds). Leaders and Managers: International Perspectives on Managerial Behaviour and Leadership, pp. 117-141. Pergamon, New York. Luthans, F, R. M. Hodgetts and S. A. Rosenkrantz (1988). Real Managers, Ballinger Publishing Co., Cambridge, MA. Luthans, F, D. H. B. Welsh and S. A. Rosencrantz (1993). 'What Do Russian Managers Really Do? An Observational Study with Comparisons to U.S. Managers', Journat of International Business Studies, 4, pp.741-761. Macintyre, A. (1985). After Virtue: A Study in Moral Theory, Duckworth, London. Mangham, I. (1986). Power and Performance in Organizations, Basil Blaekwell, Oxford. ; i Marglin, S. A. (1974). 'What Do Bosses Do? The Origins and Functions of Hierarchy in Capitalist Production'. In: A. Gorz (ed.). The Division of Labour, pp. 13-54. Harvester, Brighton. Martin, N. (1956). 'Differential De'cisions in the Management of an Industrial Plant', Journat of Business, 29(4), pp. 249|-260. Martinko, M. J. and W. L. Gardner (1985). 'The Observation of High-performing Educational Managers: Methodological Issues and Managerial Implications' In: J. G. Hunt, D. Hosking, C. A. Schriesheim arid R. Stewart (eds). Leaders and managers: international perspectives on managerial behaviour and leadership, pp. 14^2-162. Pergamon, Newj York. Miller, P and N. Rose (1988). 'The Tavistock Programmfe: The Government of Subjectivity and Social Life', Sociology, 22(2), pp. 179-192. I Mintzberg, H. (1973). The Nature,of Manageriat Work, I arper & Row, New York. | Mintzberg, H. (1979). The Sti-ucturing of Organizations: A Synthesis of the Research, Prentice-Hall, New York'. Mintzberg, H. (1994). 'Rounding Out the Managerial Job', Sloan Management Review, Fall, pp. 11-26. Morse, J. J. and F. R. Wagner (1978). 'Measuring the Process of Managerial Effectiveness', Academy of Management Journal, 21(1), pp. 23-25. I j Nichols, T. (1980). 'Management:, Ideology and Practice'. In: G. Esland and G. Salaman (eds). The Politics of Wor^k and Occupations, pp. 279-302. Open University Press, Milton Keynes. I | Pavett, C. M. and A. W. Lau (1983). 'Managerial work: the influence of hierarchical level and functional specialty'. Academy of Management Journal, 26(1), pp. 170-177J Pfeffer, J. (1981). Power in Organizations, Pitman, Boston. Pheysey, D. C. (1972). 'Activities of Middle Managers - A Training Guide', Journal of Management Studies, 9, pp. 158-171. I Reed, M. (1989). The Sociology of Management, Haivester Wheatsheaf, Hemel Hempstead. Reed, M. (1990). 'The labour process perspective on management organization: a critique and a reformulation'. In: J. Hassard and D. Pym (eds). The Theory and Philosophy of Organizations, pp. 63-82. Rjautledge, London. Rose, N. (1990). Governing thi Soul: The Shaping 'of the Private Self, Routledge, London. Salaman, G. (1982). 'Managing the Frontier of Control'. In: A. Giddens and G. Mackenzie (eds). Social Ctass and the Division of Labour, pp. 46-62.; Cambridge University Press, Cambridge. ; Sayles, L. R. (1964). Manageriat Behaviour, McGraw-Hill, New York.
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