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Books on the topic 'Managerial Thinking'

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Author: Grafiati

Published: 10 December 2022

Last updated: 28 January 2023

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1

Jones, M. L. Managerial thinking: A Malawian perspective. Manchester: UMIST, 1986.

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2

Microeconomics for MBAs: The Economic Way of Thinking for Managers. Cambridge: Cambridge University Press, 2010.

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3

Dichter, Thomas W. Thinking economically: Applying two classical concepts to grassroots enterprise development. Norwalk, CT (148 East Ave., Norwalk 06851): Technoserve, 1987.

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4

Miller, Paul C. Big league business thinking: The heavy hitter's guide to top managerial performance. Englewood Cliffs, N.J: Prentice Hall, 1994.

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5

It's not about the technology: Developing the craft of thinking for a high technology corporation. New York: Springer, 2005.

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6

Sazhina, Muza, Anna Kashirova, Stanislav Makarov, and Egor Osiop. The social wealth of the innovation system. ru: INFRA-M Academic Publishing LLC., 2022. http://dx.doi.org/10.12737/1875920.

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The monograph reveals the key socio-economic problems of the innovation economy: its content as a knowledge economy and its role in evolutionary development; human capital (living intelligence) as the main resource of the innovation economy. Much attention is paid to the institutional support of innovation through a system of institutions and mutually beneficial contracts. The mixed mechanism of implementation of innovative activity as a synthesis of spontaneous market self-regulation and conscious public administration is shown. The result of the "social control" of society and the state is the coordination of the actions of economic entities and the ordering of economic processes. The most important institution of human society is the family as a strong power in the state. And the person himself with his knowledge, culture, ethics and morality is the main value of society. The main purpose of the family is to reproduce life and provide a person with everything necessary. The state as an institution manages a person's education and health, helps to change his lifestyle, strengthening humanity, ethics, morality and culture of life. The modern global economy remains a sphere of domination of market egoism. It is the market that performs the function of morality as a person and society as a whole. In the global economy, a person is not a representative of the people, but a representative of the system, a standard way of life. And he should live in communication based on respect for each other. It is concluded that today the main wealth of society is not material, but social wealth: the person himself with his knowledge, culture, ethics and morality is a living intellect; a family with the reproduction of life; immaterial knowledge that covers all types of work that cannot be calculated and paid, where the motive is the joy of free cooperation, free giving and community. In this "invisible economy" people mutually teach each other humanity and create a culture of joint thinking and living together. The State and society must preserve and increase the social wealth of human society. For students and postgraduates of economic and managerial specialties, as well as for anyone interested in this problem.

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7

F, Porac Joseph, and Thomas Howard 1943-, eds. Managerial thinking in business environments. Oxford: Blackwell, 1989.

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8

McKenzie, Richard B., and Dwight R. Lee. Microeconomics for MBAs: The Economic Way of Thinking for Managers. Cambridge University Press, 2010.

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9

Microeconomics for MBAs: The Economic Way of Thinking for Managers. Cambridge University Press, 2006.

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10

McKenzie, Richard B., and Dwight R. Lee. Microeconomics for MBAs: The Economic Way of Thinking for Managers. Cambridge University Press, 2018.

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11

McKenzie, Richard B., and Dwight R. Lee. Microeconomics for MBAs: The Economic Way of Thinking for Managers. Cambridge University Press, 2016.

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12

McKenzie, Richard B., and Dwight R. Lee. Microeconomics for MBAs: The Economic Way of Thinking for Managers. Cambridge University Press, 2016.

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13

McKenzie, Richard B., and Dwight R. Lee. Microeconomics for MBAs: The Economic Way of Thinking for Managers. University of Cambridge ESOL Examinations, 2020.

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14

Mckenzie, Richard B. Microeconomics for Mbas: The Economic Way of Thinking for Managers. Cambridge University Press, 2010.

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15

Dall'Acqua, Luisa. Computational Thinking for Problem Solving and Managerial Mindset Training. IGI Global, 2021.

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16

DallAcqua, Luisa. Computational Thinking for Problem Solving and Managerial Mindset Training. IGI Global, 2021.

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17

Dall'Acqua, Luisa. Computational Thinking for Problem Solving and Managerial Mindset Training. IGI Global, 2021.

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18

Dall'Acqua, Luisa. Computational Thinking for Problem Solving and Managerial Mindset Training. IGI Global, 2021.

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19

Dall'Acqua, Luisa. Computational Thinking for Problem Solving and Managerial Mindset Training. IGI Global, 2021.

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20

Dinçer, Hasan, and Serhat Yüksel. Handbook of Research on Managerial Thinking in Global Business Economics. IGI Global, 2018.

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21

Braedel-Kühner, Cordula, and Andreas Müller. Re-Thinking Diversity: Multiple Approaches in Theory, Media, Communities, and Managerial Practice. Springer Fachmedien Wiesbaden GmbH, 2015.

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22

(Editor), Eran Vigoda-Gadot, and Aaron Cohen (Editor), eds. Citizenship and Management in Public Administration: Integrating Behavioral Theories and Managerial Thinking. Edward Elgar Publishing, 2004.

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23

Cohen, Aaron, and Eran Vigoda-Gadot. Citizenship and Management in Public Administration: Integrating Behavioral Theories and Managerial Thinking. Elgar Publishing Limited, Edward, 2004.

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24

Braedel-Kühner, Cordula, and Andreas Müller. Re-Thinking Diversity: Multiple Approaches in Theory, Media, Communities, and Managerial Practice. Springer Vieweg. in Springer Fachmedien Wiesbaden GmbH, 2015.

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25

P, Tritter Richard, Zittnan Daniel L, Arthur Andersen LLP, and Institute of Internal Auditors. Research Foundation., eds. Control self-assessment: Experience, current thinking, and best practices. Altamonte Springs, Fla: Institute of Internal Auditors, Research Foundation, 1996.

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26

Campbell, Lee A., and Richard Tritter. Control Self-Assessment: Experience, Current Thinking, and Best Practices. Institute of Internal Auditors Research Found, 1996.

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27

Thinking Straight: A Systematic Guide to Managerial Problem-Solving and Decision-Making That Works (Pathways, 5). How to Books, 2000.

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28

Needles, Belverd E. financial and managerial accounting loose leaf with cd-rom and study guide and accounting dictionary brief and smart thinking. Houghton Mifflin Co, 2003.

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29

Watson, Tony J. Organizational Identity and Organizational Identity Work as Valuable Analytical Resources. Edited by Michael G. Pratt, Majken Schultz, Blake E. Ashforth, and Davide Ravasi. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780199689576.013.6.

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“Organizational identity” is best understood, not as a phenomenon that exists in the social and organizational world, but as a concept—a tool which social scientists use to improve human beings’ understanding of how the social and organizational world “works.” Pragmatist methodological thinking is applied to the development of a formal new conceptualization of the notion of organizational identity and a concept of organizational identity work which may help future researchers, either directly or indirectly. The new apparatus builds on existing thinking and is developed in a way which avoids the metaphor-influenced tendency of organizational identity research to treat organizations in too unitary or personified a manner—a tendency which does not do justice to the fluidity, conflict, and contestation which is inherent in organizations, and arises in managerial efforts to manipulate organizational identities.

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30

Ronen, Boaz, Joseph S. Pliskin, and Shimeon Pass. The Efficiencies Syndrome (DRAFT). Oxford University Press, 2018. http://dx.doi.org/10.1093/med/9780190843458.003.0009.

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The efficiencies syndrome is a phenomenon that causes people or equipment to work more than necessary. This syndrome is fueled by managerial and cultural factors. The desire to show that the resource is busy is a result of either taking a local perspective or using inappropriate measures. This leads to enhancing this syndrome. Using the utilization of operating rooms as a measure of performance amplifies this syndrome and is counterproductive because it promotes increased utilization as a percentage. The correct measure should be throughput, and it should be measured directly. Because this is a more difficult metric to ascertain, resolving the efficiencies syndrome often requires a major change in performance measures as well as a change in organizational thinking.

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31

The Age Of The Infovore Succeeding In The Information Economy. Plume Books, 2010.

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32

Radnor, Zoe, and Nicola Bateman. Managing Operations. Edited by Adrian Wilkinson, Steven J. Armstrong, and Michael Lounsbury. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780198708612.013.10.

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This chapter aims to reflect on the past and present move of OM from manufacturing to service through analysis of key OM journals and recognition of practice before considering in more depth the future of OM in terms of the ‘fit’ for public services. It offers an analysis of ‘lean’ in public services. A philosophy and methodology much hailed as way to manage operations effectively. The review will present the prespective that uncritically applying manufacturing ideas to public service is flawed. It argues that adapting OM to the public service environment whilst, learning from existing thinking, should also recognise themselves as services, with the distinctive service operations management logic and managerial challenges that this implies. In conclusion, the chapter will state that managing operations across all sectors in the future should draw on a range of disciplines, theory and concepts.

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33

Geppert, Mike, and Graham Hollinshead. International Management. Edited by Adrian Wilkinson, Steven J. Armstrong, and Michael Lounsbury. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780198708612.013.29.

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The focus of this chapter is on the multinational corporation (MNC) and, more specifically, on the structures, strategies, and processes inherent in the management of the geographically dispersed concern. While more prescriptive thinking and literature in the field of international management (IM) may have assumed, for example, that managerial ‘best practice’ may be readily transposed across borders, the starting premise of the current chapter is that ‘context matters’. In exploring, therefore, the nature of multinational organization, the logics underlying the international dispersal of productive sites within the MNC, and the complex dynamics characterizing the strategic relationship between headquarters and subsidiaries, our point of departure is to offer a grounded and finely grained account of the realities of MNC management and organization. Such an approach highlights the pervasiveness of micro-political contestation between indigenous social actors, as well as expressions of unity.

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34

Van Den Meerssche, Dimitri. The World Bank's Lawyers. Oxford University PressOxford, 2022. http://dx.doi.org/10.1093/oso/9780192846495.001.0001.

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Abstract The World Bank’s Lawyers provides an original socio-legal account of the evolving institutional life of international law. Informed by oral archives, months of participant observation, interviews, legal memoranda and documents obtained through freedom-of-information requests, it tells an untold story of the World Bank’s legal department between 1983 and 2016. This is a story of people and the beliefs they have, the influence they seek and the tools they employ. It is an account of the practices they cling to and how these practices gain traction, or how they fail to do so, in an international bureaucracy. Inspired by Actor-Network Theory, relational sociologies of association and performativity theory, this ethnographic exploration multiplies the matters of concern in our study of international law(yering): the human and non-human, material and semantic, obscure and evasive actants that tie together the fragile fabric of legality. In tracing these threads, this book signals important changes in the conceptual repertoire and materiality of international legal practice, as liberal ideals were gradually displaced by managerial modes of evaluation. It reveals a world teeming with life—a space where professional postures and prototypes, aesthetic styles and technical routines are woven together in law’s shifting mode of existence. This history of international law as a contingent cultural technique enriches our understanding of the discipline’s disenchantment and the displacement of its traditional tropes by unexpected and unruly actors. It thereby inspires new ways of critical thinking about international law’s political pathways, promises and pathologies, as its language is inscribed in ever-evolving rationalities of rule.

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