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Management has always been part of human organization, but it is only in the last two centuries or so that it has been the central driver of economic activity, as companies have moved from family firms to hugely complex, multinational corporations with many layers of management.The term management is commonly used in three ways: as a process or activity; as a structure in any organization; and as a group or class of people carrying out certain roles in an organization. This book is the first detailed account of the evolution of management in all three senses. The focus is mainly on the UK, but throughout the broader question of why corporate management structures developed so impressively in the USA, Germany and Japan is borne in mind, while arguably little progresswas made in this regards in the UK.Equally the authors consider why, given that management is now so widely studied, so little careful research has been undertaken into the evolution of the practice and the profession of management.The book is divided into four sections. Part One provides An Introduction to Management History; Part Two, Management and Organization, explores the historical development through the 19th and 20th centuries; Part Three, Managers in Context, looks at the social and cultural context of management and managers; and Part Four considers three key functional areas, labour, marketing, and accounting and finance.This rich, detailed, and path-breaking book will be essential reading for anyone wanting to understand the evolution of management as we now understand it, whether academics, students or managers themselves.
Concentrating on the Russian model, this book reflects the leading practical experience of decision making in modern business systems and presents innovative technologies and perspectives to optimize this process.
The term home economics often conjures images of sterile classrooms where girls learn to cook dinner and swaddle dolls, far removed from the seats of power. Helen Schneider unsettles this assumption by revealing how Chinese women helped to build a nation, one family at a time. From the 1920s to the early 1950s, home economists transformed the most fundamental of political spaces � the home � by teaching women to nurture ideal families and manage projects of social reform. Although their discipline came undone after 1949, it created a legacy of gendered professionalism and reinforced the idea that leaders should shape domestic rituals of the people.
Specifics of Decision Making in Modern Business Systems focuses on the regularities and tendencies that are peculiar for the modern Russian practice of decision making in business systems, as well as the authors’ solutions for its optimization in view of new challenges and possibilities.
In this Very Short Introduction, John Hendry provides a lively introduction to the nature and principles of management. Tracing its development over the past century, Hendry looks not only at the jobs managers do today and their place in the culture of work, but also provides an insight into modern management theory.
Instant Wall Street Journal Bestseller! Congratulations, you're a manager! After you pop the champagne, accept the shiny new title, and step into this thrilling next chapter of your career, the truth descends like a fog: you don't really know what you're doing. That's exactly how Julie Zhuo felt when she became a rookie manager at the age of 25. She stared at a long list of logistics--from hiring to firing, from meeting to messaging, from planning to pitching--and faced a thousand questions and uncertainties. How was she supposed to spin teamwork into value? How could she be a good steward of her reports' careers? What was the secret to leading with confidence in new and unexpected situations? Now, having managed dozens of teams spanning tens to hundreds of people, Julie knows the most important lesson of all: great managers are made, not born. If you care enough to be reading this, then you care enough to be a great manager. The Making of a Manager is a modern field guide packed everyday examples and transformative insights, including: * How to tell a great manager from an average manager (illustrations included) * When you should look past an awkward interview and hire someone anyway * How to build trust with your reports through not being a boss * Where to look when you lose faith and lack the answers Whether you're new to the job, a veteran leader, or looking to be promoted, this is the handbook you need to be the kind of manager you wish you had.
The essential book on management from the man who invented the discipline now completely revised and updated for the first time.
When, how, and why did the state enterprise system of modern China take shape? The conventional argument is that China borrowed its economic system and development strategy wholesale from the Soviet Union in the 1950s. In an important new interpretation, Bian shows instead that the basic institutional arrangement of state-owned enterprise--bureaucratic governance, management and incentive mechanisms, and the provision of social services and welfare--developed in China during the war years 1937-1945.
At the dawn of the twenty-first century, we have become accustomed to medical breakthroughs and conditioned to assume that, regardless of illnesses, doctors almost certainly will be able to help—not just by diagnosing us and alleviating our pain, but by actually treating or even curing diseases, and significantly improving our lives. For most of human history, however, that was far from the case, as veteran medical historian Michael Bliss explains in The Making of Modern Medicine. Focusing on a few key moments in the transformation of medical care, Bliss reveals the way that new discoveries and new approaches led doctors and patients alike to discard fatalism and their traditional religious acceptance of suffering in favor of a new faith in health care and in the capacity of doctors to treat disease. He takes readers in his account to three turning points—a devastating smallpox outbreak in Montreal in 1885, the founding of the Johns Hopkins Hospital and Medical School, and the discovery of insulin—and recounts the lives of three crucial figures—researcher Frederick Banting, surgeon Harvey Cushing, and physician William Osler—turning medical history into a fascinating story of dedication and discovery. Compact and compelling, this searching history vividly depicts and explains the emergence of modern medicine—and, in a provocative epilogue, outlines the paradoxes and confusions underlying our contemporary understanding of disease, death, and life itself.