ManagementSupportSystemsandDecision-puterssupportmanagers,,'positeoffourseparatefunctions:anizingFundamentalFunctionsofManagement-definedPlanning---anizing-anizationalstructureforperformingbusinessactivitiesMintzberg’sStudiesofManagersMyth#1::Studyafterstudyshowsmanagersworkatanunrelentingpace,thattheiractivitiesarecharacterizedbybrevity,variety,anddiscontinuity,theyarestronglyorientedtowardaction,#2::Managerialworkinvolvesperforminganumberofregularduties,includingritualandceremony,negotiations,anizationwithitsenvironmentMintzberg’sStudiesofManagersMyth#3:Theseniormanagerneedsaggregatedinformation,:Managersstronglyfavorverbalmedia,telephonecalls,#4:Managementis,ing,:Themanagers'programs-toscheduletime,processinformation,makedecisions,andsoon-,whodividedthemanager’srolesintothreecategories::Figurehead,Leader,LiaisonInformationalRoles:Monitor,Disseminator,SpokesmanDecisionalRoles:Entrepreneur,DisturbanceHandler,ResourceAllocator,NegotiatorMintzberg:TheNatureofManagerialWorkFormalAuthorityandStatusInterpersonalRolesInformationalRolesDecisionalRoles
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