AIRLINE MANAGEMENT BUSINESS MANAGEMENT IN TRANSPORT: 3
Prix régulier 150,00 € TTC 6%
Characteristics
| ISBN-13 | 978-0415792226 |
| ISBN-10 | 0415792223 |
| Book cover finish(es) | Hardcover ( rounded spine binding ) |
| Special Features | Dust Jacket |
| Condition | Like NEW |
| Author(s) | W. S. Barry |
| Publisher | George Allen and Unwin Ltd |
| Number of pages | 352 |
| Published date |
© George Allen & Unwin Ltd., 1965 |
| Language(s) | English |
| Collection / Series | BUSINESS MANAGEMENT IN TRANSPORT: 3 Training and Education Manager of British European Airways |
| Size | 14.2 x 22.2 x 3 cm |
| Categorie(s) | • AVIATION CIVILE • DIDACTIQUE - TECHNIQUE |
Description
FUNDAMENTALS OF MANAGEMENT
In his book, Dr Barry provides an ideal framework for the new-comer to the study of management. This framework will enable the reader to fit his thoughts into a clear and logical pattern, to make sense of a perplexing and often obscure subject, and to go on confidently to a deeper study of it. The style is clear, and words are not wasted, for the book is written especially for men in industry who have not much time for reading.
'It is hard to see how the book can be anything but helpful to aspiring executives.'
The Times Literary Supplement
'An essential book for students and teachers of management, and useful reading for managers themselves.'
The Journal of the Institute of Office Management
Demy 8vo. 30s.
net
MANAGING A TRANSPORT BUSINESS
The author has used the ideal framework of his Fundamentals of Management for studying the management of transport undertakings. The subject is approached from the point of view of the relationships that managers maintain. External relations are divided into those with customers, State, investors, suppliers, general public and competitors. Internal relations cover relations in organization, industrial relations, and the relations among general managers and the six managerial specializations of finance, purchasing, production, marketing, personnel and development. The third part deals with certain integrating and disintegrating factors brought to bear on the individual manager. This framework will enable the reader to fit the complexities of transport management into a clear and logical pattern.
'Dr Barry's book is splendidly comprehensive: he is both discursive and informative.
Shipping World
'His excellent book ranges over the whole of the transport field.'
Times Review of Industry
'This volume breaks new ground and it is to be welcomed wholeheartedly not only for its description and analysis of transport organization but for its presentation of questions important for any industry or service in which there is an element of public subsidy or intervention. Students of transport economics will find many points of interest. Students of management have what is virtually an extended case study.'
Journal of Management Studies
Demy 8ro. 35s. net
Anyone wanting to learn more about management will find this a useful book. It is not just for airline managers. It illustrates the sort of management problems found in a multitude of industries. Its author has made it easy and enjoyable for anyone to look deeply into and understand the fascinating business of airlines. The style is clear and the sense is not obscured by jargon. Although dealing with complex situations it is exceptionally readable.
This book is the third in a trilogy that leads the reader easily from simple basic analyses through to a consideration of detailed practical problems. A framework of thinking established in the first volume, for business in general, is used in the second and third volumes to sustain progressively more specialized studies. Airline men will find the three works provide them with an excellent foundation on which to build their experience.
The subject is approached from the point of view of the relationships that managers maintain. External Relations are divided into those with customers, State, investors, suppliers, general public and competitors. Internal relations cover relations in organization, industrial relations, and the relations among general managers and the six managerial specializations of finance, purchasing, production, marketing, personnel and development. The third part deals with the individual manager.