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Why do managers do what they do

Mangham i 1986 power and performance in organizations

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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. Shakman, R. J. and R. C. Roberts (1977). 'An Evaluation 29(1), of Managerial Effectiveness'. Business Review, pp. 24-27. j Silverman, D. and J. Jones (1976). Organisationat Work: The language of grading, the grading of language, Gollier- Macmillan, London. i Simon, H. (1960). The New Science of Management Decision, Smith, M. (1980). 'An analysis of three managerial jobs using repertory grids'. Journal of 'Management Studies, pp. 205-213. 17(2),
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350 C Hales Smith, V. (1990). Managing in the Corporate Interest. University of California Press, Berkeley, CA. Stewart, R. (1967). Managers and their Jobs. McGraw-Hill, Maidenhead. Stewart, R. (1976).
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