Managerial Work

ISBN-13: 9780367026400 / Angielski / Miękka / 2020 / 404 str.

Rosemary Stewart

Opis

First published in 1998, readers of this volume will get a good overview of research into managerial work.

Spis treści

Part I. Field Study Reports. 1. Tom Burns (1954), ‘The Directions of Activity and Communication in a Departmental Executive Group’, Human Relations, 7, pp. 73-97. 2. Norman H. Martin (1956), Differential Decisions in the Management of an Industrial Plant’, Journal of Business, 29, pp. 249-60. 3. Tom Burns (1957), ‘Management in Action’, Operational Research Quarterly, 8, pp. 45-60. 4. J.H. Horne and Tom Lupton (1965), ‘The Work Activities of "Middle" Managers – An Exploratory Study’, Journal of Management Studies, 2, pp. 14-33. 5. D.L. Marples (1968), ‘Roles in a Manufacturing Organization’, Journal of Management Studies, 5, pp. 183-204. 6. Henry Mintzberg (1971), ‘Managerial Work: Analysis from Observation’, Management Science, 18, pp. B97-B110. 7. John Child and Tony Ellis (1973), ‘Predictors of Variation in Managerial Roles’, Human Relations, 26, pp. 227-50. 8. John P. Kotter (1982), ‘What Effective General Managers Really Do’, Harvard Business Review, 60, pp. 156-67. 9. Jane Hannaway (1985), ‘Managerial Behavior, Uncertainty and Hierarchy: A Prelude to a Synthesis’, Human Relations, 38, pp. 1085-1100. 10. Fred Luthans, Stuart A. Rosenkrantz and Harry W. Hennessey (1985), ‘What Do Successful Managers Really Do? An Observation Study of Managerial Activities, Journal of Applied Behavioral Science, 21, pp. 255-70. Part II. Methodology, Concepts and Critiques. 11. Rosemary Stewart (1965), ‘The Use of Diaries to Study Managers’ Jobs’, Journal of Management Studies, 2, pp. 228-35. 12. D.L. Marples (1967), ‘Studies of Managers – A Fresh Start?’, Journal of Management Studies, 4, pp. 282-99. 13. Henry Mintzberg (1970), ‘Structured Observation as a Method to Study Managerial Work’, Journal of Management Studies, 7, pp. 87-104. 14. Neil Snyder and William F. Glueck (1980), ‘How Managers Plan – The Analysis of Managers’ Activities’, Long Range Planning, 13, pp. 70-76. 15. Rosemary Stewart (1982), ‘A Model for Understanding Managerial Jobs and Behavior’, Academy of Management Review, 7, pp. 7-13. 16. Mark J. Martinko and William L. Gardner (1985), ‘Beyond Structured Observation: Methodological Issues and New Directions’, Academy of Management Review, 10, pp. 676-95. 17. Colin P. Hales (1986), ‘What Do Managers Do? A Critical Review of the Evidence’, Journal of Management Studies, 23, pp. 88-115. 18. Stephen J. Carroll and Dennis J. Gillen (1987), ‘Are the Classical Management Functions Useful in Describing Managerial Work?’, Academy of Management Review, 12, pp. 38-51. 19. Hugh Willmott (1987), ‘Studying Managerial Work: A Critique and a Proposal’, Journal of Management Studies, 24, pp. 249-70. 20. Rosemary Stewart (1989), ‘Studies of Managerial Jobs and Behaviour: The Ways Forward’, Journal of Management Studies, 26, pp. 1-10. 21. Richard Whitley (1989), ‘On the Nature of Managerial Tasks and Skills: Their Distinguishing Characteristics and Organization’, Journal of Management Studies, 26, pp. 209-24. 22. Henry Mintzberg (1991), ‘Managerial Work: Forty Years Later’, in Sune Carlson, Executive Behaviour: Reprinted with Contributions by Henry Mintzberg and Rosemary Stewart, Uppsala, Sweden: Acta Universitatis Upsaliensis, pp. 97-120. 23. Nanette Fondas and Rosemary Stewart (1994), ‘Enactment in Managerial Jobs: A Role Analysis’, Journal of Management Studies, 31, pp. 83-103.

O autorze

Rosemary Stewart