EWING D., The Managerial Mind. The Free Press of Glencoe, 1964

Abstract

Chapter 1 – The managerial emphasis: Commitment to the organization
1.1. Unique priority
1.2. The struggle against disintegration
1.3. Key distinctions
1.4. Value added by administration
1.5. Implications for individuals

Chapter 2 – Dilemmas of the managerial mind
2.1. Too little influence or too much?
2.2. The inefficiency of efficiency
2.3. Conflicts of interest
2.4. Understanding the problem
2.5. Implications for individuals

Chapter 3 – The importance of Nonconformity
3.1. Lonely thinker
3.2. Deliberate strengthening of differences
3.3. Implications for individuals

Chapter 4 – Tensions and the managerial environment
4.1. Why tensions in valued
4.2. Sources and applications
4.3. Implications for individuals

Chapter 5 – The managerial zest for problems
5.1. Common blinders
5.2. The pattern of tough-Mindedness
5.3. Coping with the dilemmas
5.4. Implications for individuals

Chapter 6 – The managerial attitude toward manipulation
6.1. The spectrum of control possibilities
6.2. Managing by job assignment
6.3. Permissible exceptions to the rule
6.4. Tolerance for waste and inefficiency
6.5. The personal challenge
6.6. Ecce Homo
6.7. Implications for individuals

Chapter 7 – The manager’s expectations
7.1. Burden on the individual
7.2. Valued approaches
7.3. A mixture of motives
7.4. Implications for individuals

Chapter 8 – Levels of knowledge in managerial thinking
8.1. Methods
8.2. Reality
8.3. Desirable goals
8.4. Implications for individuals

Chapter 9 – Teaching and the managerial mind
9.1. Preferred patterns
9.2. Relation to other attitudes
9.3. Timely growth
9.4. Implications for individuals

Chapter 10 – The impact of the managerial mind
10.1. The elusive element
10.2. Implications for individuals

Chapter 11 – Is the managerial mind creative?
11.1. Voices of disparagement
11.2. The nature of administrative creativity
11.3. Implications for individuals

Chapter 12 – Summary and conclusions
12.1. Review
12.2. Shortcomings and implications
12.3. Contributions

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