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Management Skills

  • W. T. Singleton
Book
  • 3.6k Downloads

Table of contents

  1. Front Matter
    Pages i-xvi
  2. W. T. Singleton
    Pages 1-10
  3. W. T. Singleton
    Pages 11-31
  4. J. H. Plumb
    Pages 32-46
  5. M. R. H. Page
    Pages 47-66
  6. W. T. Singleton
    Pages 67-83
  7. B. L. Richardson
    Pages 84-99
  8. S. Cumella
    Pages 100-115
  9. A. Hedge, N. Pendleton
    Pages 116-135
  10. E. B. McGinnis
    Pages 136-152
  11. P. F. C. Castle
    Pages 153-160
  12. P. Moorhouse
    Pages 161-186
  13. B. Wilson
    Pages 187-203
  14. K. G. Burnett
    Pages 204-224
  15. W. T. Singleton
    Pages 225-238
  16. G. A. Randell
    Pages 239-253
  17. H. N. Chell
    Pages 254-280
  18. W. T. Singleton
    Pages 281-292
  19. Back Matter
    Pages 293-303

About this book

Introduction

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.

Keywords

Manager complexity education management marketing organization service

Editors and affiliations

  • W. T. Singleton
    • 1
  1. 1.University of Aston in BirminghamUK

Bibliographic information

  • DOI https://doi.org/10.1007/978-94-010-9476-4
  • Copyright Information Springer Science+Business Media B.V. 1981
  • Publisher Name Springer, Dordrecht
  • eBook Packages Springer Book Archive
  • Print ISBN 978-94-010-9478-8
  • Online ISBN 978-94-010-9476-4
  • Buy this book on publisher's site