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Managing People and Activities. An Active Learning Approach. Edition No. 1. Open Learning Foundation

  • ID: 2212136
  • Book
  • October 1995
  • 300 Pages
  • John Wiley and Sons Ltd
This workbook is divided into two sections looking at both the management of people and activities in detail. Each section gives the student a clear framework in which to review cultural, organizational and operational aspects of business activity including:
Management andleadership.

Individual and team behaviour.

Work planning and organization.

Objectives and performance.
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Introduction.

Section I: Managing People:.

Part I:.

1. Management and leadership.

2. Management.

3. Leadership.

4. Categories of management style.

Part II:.

5. The culture of organisations.

6. Culture.

7. Power.

8. Politics.

9. Values and belief.

10. Ideologies.

11. Social influences.

Part III:.

12. Organisational development.

13. Stages in organisational development.

14. Future trends.

15. Team-based organisations.

Part IV:.

16. Individual and interpersonal behaviour.

17. Motivation.

18. Personality.

19. Perception.

20. Role theory and conflict.

21. Organisational issues.

Part V:.

22. Teams.

23. Teams or groups?.

24. Group processes.

25. Stages in the development of teams.

26. Characteristics of teams.

27. Team composition.

28. Conflict resolution.

29. Meetings as aids to decision making.

Part VI:.

30. Performance at work.

31. Identifying training needs.

32. Providing training.

33. Reviewing training activities.

34. Individual performance reviews.

35. Discipline and grievance.

36. Support strategies.

Section II: Managing Activities:.

Part I: .

37. Work planning and organisation.

38. Strategies and plans.

39. Planning tools.

40. Effectiveness and efficiency measures.

41. Organisational analysis techniques.

42. Method study.

Part II:.

43. Communications.

44. Giving orders.

45. Instruction.

46. Training and development styles.

47. Team briefing.

48. Reports.

49. Presentations.

Part III:.

50. Identifying constraints and meeting objectives.

51. External influences.

52. Regulatory controls.

53. Negotiating.

54. Managerial roles.

55. Co-ordinating activities.

Part IV:.

56. Reviewing and monitoring.

57. Establishing performance standards.

58. Reviewing performance standards.

59. Competencies.

60. Value analysis.

61. Auditing.

62. Systems analysis.

63. The impact of new technology.

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Tom Burden School Of The Built Environment, Leeds Metropolitan University.

Leslie Hamilton
Philip Webster
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