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1
General managers in the middle: a strong constitution and a juggler's finesse are assets in what may well be the major challenge of a rising manager's career
General managers in the middle: a strong constitution and a juggler's finesse are assets in what may well be the major challenge of a rising manager's career
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General managers in the middle: a strong constitution and a juggler's finesse are assets in what may well be the major challenge of a rising manager's career

Uyterhoeven, Hugo E R

Harvard business review, 1972-04, Vol.50, p.75-85

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2
Make your MBO [management by objectives] pragmatic: here is a flexible method that realistically ties the overall effort to individual managerial needs
Make your MBO [management by objectives] pragmatic: here is a flexible method that realistically ties the overall effort to individual managerial needs
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Make your MBO [management by objectives] pragmatic: here is a flexible method that realistically ties the overall effort to individual managerial needs

Lasagna, John B

Harvard business review, 1971-12, Vol.49, p.64-69

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3
What we can learn from Japanese management: decision by 'consensus,' lifetime employment, continuous training, and the godfather system suggests ways to solve U.S. problems
What we can learn from Japanese management: decision by 'consensus,' lifetime employment, continuous training, and the godfather system suggests ways to solve U.S. problems
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What we can learn from Japanese management: decision by 'consensus,' lifetime employment, continuous training, and the godfather system suggests ways to solve U.S. problems

Drucker, Peter F

Harvard business review, 1971-04, Vol.49, p.110-122

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4
Relativism in organizations: the idea that has captured the minds of men and women everywhere can be a tool of renewal for management [the philosophy of guiding one's action in the light of multiple values and goals, subjective as well as objective]
Relativism in organizations: the idea that has captured the minds of men and women everywhere can be a tool of renewal for management [the philosophy of guiding one's action in the light of multiple values and goals, subjective as well as objective]
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Relativism in organizations: the idea that has captured the minds of men and women everywhere can be a tool of renewal for management [the philosophy of guiding one's action in the light of multiple values and goals, subjective as well as objective]

George, F ; Lombard, F

Harvard business review, 1971-04, Vol.49, p.55-65

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5
Management evolution in the quantitative world: companies are entering a transition era that will carry management forward to a brave, but harshly demanding, new world
Management evolution in the quantitative world: companies are entering a transition era that will carry management forward to a brave, but harshly demanding, new world
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Management evolution in the quantitative world: companies are entering a transition era that will carry management forward to a brave, but harshly demanding, new world

Vandell, Robert F

Harvard business review, 1970-02, Vol.48, p.83-92

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6
The management process in 3-D: a diagram showing the activities, functions, and basic elements of the executive's job [chart feature]
The management process in 3-D: a diagram showing the activities, functions, and basic elements of the executive's job [chart feature]
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The management process in 3-D: a diagram showing the activities, functions, and basic elements of the executive's job [chart feature]

Mackenzie, R Alec

Harvard business review, 1969-12, Vol.47, p.80

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7
Management's new role: what are the big tasks waiting for management today that require both new theories and new practices? [based on address]
Management's new role: what are the big tasks waiting for management today that require both new theories and new practices? [based on address]
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Management's new role: what are the big tasks waiting for management today that require both new theories and new practices? [based on address]

Drucker, Peter F

Harvard business review, 1969-12, Vol.47, p.49-54

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8
Management by CSROEPM [communications, system, results, objectives, exception, participation and motivation]: they said it couldn't be done; integrating all those theories on how to run things into one perfectly cohesive concept
Management by CSROEPM [communications, system, results, objectives, exception, participation and motivation]: they said it couldn't be done; integrating all those theories on how to run things into one perfectly cohesive concept
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Management by CSROEPM [communications, system, results, objectives, exception, participation and motivation]: they said it couldn't be done; integrating all those theories on how to run things into one perfectly cohesive concept

Bayliss, William H

Harvard business review, 1969-04, Vol.47, p.85-89

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9
Management of disappointment: constructive introspection provides the key for closing the gap between what a leader wants to do and what he is able to accomplish [how does an executive make the management of disappointment a catalytic experience for personal growth?]
Management of disappointment: constructive introspection provides the key for closing the gap between what a leader wants to do and what he is able to accomplish [how does an executive make the management of disappointment a catalytic experience for personal growth?]
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Management of disappointment: constructive introspection provides the key for closing the gap between what a leader wants to do and what he is able to accomplish [how does an executive make the management of disappointment a catalytic experience for personal growth?]

Zaleznik, Abraham

Harvard business review, 1967-12, Vol.45, p.59-70

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10
Government buying erodes management: there are no congressional controls on the way that procurement regulations are being used to interfere in business decisions, to advance social objectives, and to protect workers [the extent to which the area of management decision and control has been narrowed in recent years through the government's procurement process; suggested curbs on governmental control]
Government buying erodes management: there are no congressional controls on the way that procurement regulations are being used to interfere in business decisions, to advance social objectives, and to protect workers [the extent to which the area of management decision and control has been narrowed in recent years through the government's procurement process; suggested curbs on governmental control]
Material Type:
magazinearticle 		Adicionar ao Meu Espaço

Government buying erodes management: there are no congressional controls on the way that procurement regulations are being used to interfere in business decisions, to advance social objectives, and to protect workers [the extent to which the area of management decision and control has been narrowed in recent years through the government's procurement process; suggested curbs on governmental control]

Hannah, Paul F

Harvard business review, 1964-06, Vol.45, p.53-62

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