Management Skills by Singleton (17 results)

Condition: Good. This is an ex-library book and may have the usual library/used-book markings inside.This book has hardback covers. In good all round condition. Please note the Image in this listing is a stock photo and may not match the covers of the actual item,750grams, ISBN.

Condition: Poor. Volume 3. This is an ex-library book and may have the usual library/used-book markings inside.This book has hardback covers. Book contains pen & pencil markings. In poor condition, suitable as a reading copy. No dust jacket. Please note the Image in this listing is a stock photo and may not match the covers of the actual item,750grams, ISBN:085200091X.…

Condition: New. In.

Paperback. Condition: New.

Hardcover. Condition: Very Good. Dust Jacket Condition: Very Good. First Edition. Almost new condition. Remain of library sticker on tail of spine. Library stamp on FEP and title page. Light grey cover with gilt lettering to spine. Illustrated with diagrams. Ex-Library.

Condition: New. pp. 320.

Paperback. Condition: Brand New. 320 pages. 9.30x6.20x0.79 inches. In Stock.

Taschenbuch. Condition: Neu. Druck auf Anfrage Neuware - Printed after ordering - w. T. SINGLETON THE CONCEPT This is the third in a series of books devoted to the study of real skills. The topic is management. A book on social skills is still to come and it might seem that the sequence should be reversed on the grounds that social skills are obviously one element in management skills but it is appropriate to deal with management first on the criterion of increasing complexity. Management skills are easier to understand than general social skills. This is because the defining characteristic of a skill is a purpose. The purpose of organizations in which managers operate and the tasks in which they are engaged are not easy to define but they are certainly less obscure than are the more general purposes of communities and people interactions in which the complete range of social skills is practised. Skills, like purposes, are inherently to do with people. It follows that the 'skills view' of management will be as a people-based activity. Individuals carry out management tasks and these tasks always involve other individuals, of whom some are subordinate, some superior and some equivalent within the hierarchy of the particular management organization. The concept of a hierarchy is as central to management as it is to skills. The alternative to hier archy is anarchy. Management is not solely concerned with people.…

hardcover. Condition: Good. Good. Dust Jacket NOT present. CD WILL BE MISSING. . SHIPS FROM MULTIPLE LOCATIONS. book.

hardcover. Condition: Very Good. Very Good. Dust Jacket may NOT BE INCLUDED.CDs may be missing. SHIPS FROM MULTIPLE LOCATIONS. book.

PAP. Condition: New. New Book. Shipped from UK. THIS BOOK IS PRINTED ON DEMAND. Established seller since 2000.

PAP. Condition: New. New Book. Delivered from our UK warehouse in 4 to 14 business days. THIS BOOK IS PRINTED ON DEMAND. Established seller since 2000.

Taschenbuch. Condition: Neu. This item is printed on demand - it takes 3-4 days longer - Neuware -w. T. SINGLETON THE CONCEPT This is the third in a series of books devoted to the study of real skills. The topic is management. A book on social skills is still to come and it might seem that the sequence should be reversed on the grounds that social skills are obviously one element in management skills but it is appropriate to deal with management first on the criterion of increasing complexity. Management skills are easier to understand than general social skills. This is because the defining characteristic of a skill is a purpose. The purpose of organizations in which managers operate and the tasks in which they are engaged are not easy to define but they are certainly less obscure than are the more general purposes of communities and people interactions in which the complete range of social skills is practised. Skills, like purposes, are inherently to do with people. It follows that the 'skills view' of management will be as a people-based activity. Individuals carry out management tasks and these tasks always involve other individuals, of whom some are subordinate, some superior and some equivalent within the hierarchy of the particular management organization. The concept of a hierarchy is as central to management as it is to skills. The alternative to hier archy is anarchy. Management is not solely concerned with people. 320 pp. Englisch.…

Condition: New. Print on Demand pp. 320 49:B&W 6.14 x 9.21 in or 234 x 156 mm (Royal 8vo) Perfect Bound on White w/Gloss Lam.

Condition: New. PRINT ON DEMAND pp. 320.

Condition: New. Dieser Artikel ist ein Print on Demand Artikel und wird nach Ihrer Bestellung fuer Sie gedruckt. w. T. SINGLETON THE CONCEPT This is the third in a series of books devoted to the study of real skills. The topic is management. A book on social skills is still to come and it might seem that the sequence should be reversed on the grounds that social skill.…

Taschenbuch. Condition: Neu. This item is printed on demand - Print on Demand Titel. Neuware -w. T. SINGLETON THE CONCEPT This is the third in a series of books devoted to the study of real skills. The topic is management. A book on social skills is still to come and it might seem that the sequence should be reversed on the grounds that social skills are obviously one element in management skills but it is appropriate to deal with management first on the criterion of increasing complexity. Management skills are easier to understand than general social skills. This is because the defining characteristic of a skill is a purpose. The purpose of organizations in which managers operate and the tasks in which they are engaged are not easy to define but they are certainly less obscure than are the more general purposes of communities and people interactions in which the complete range of social skills is practised. Skills, like purposes, are inherently to do with people. It follows that the 'skills view' of management will be as a people-based activity. Individuals carry out management tasks and these tasks always involve other individuals, of whom some are subordinate, some superior and some equivalent within the hierarchy of the particular management organization. The concept of a hierarchy is as central to management as it is to skills. The alternative to hier archy is anarchy. Management is not solely concerned with people.Springer-Verlag KG, Sachsenplatz 4-6, 1201 Wien 320 pp. Englisch.…