Chapter 1
Figure l.1 Time spent in cattying out managetial functions
Figure l.2 Skills and managementlevels
Figure l.3 Approaches to management
Figure l.4 The management process, or operational, approach
Figure l.5 Input-output model
FigUfe l.6 Systems approach to management

Chapter 2
Figure 2.1 The organization and its external environment

Chapter 3
Figure 3.1 Forms of international business
Figure 3.2 The Baldrige award Cfiteria framework: dynamic relationships
Figure 3.3 The European Foundation for Quality Management model for business excellence
Figure Cl,1 TWOS Matrix for the competitive situation of China

Chapter 4
Figure 4.1 Close relationship of planning and controlling
FigUfe 4.2 Steps in planrung
Figure 4.3 Relationship of objectives and the Ofganizational hietarchy
Figure 4.4 Systems approach to management by objectives

Chapter 5
Figure 5.1 Sttategic plann/ng process model
Figure 5.2 TOWS Matrix for strategy formulation
Figure 5.3 Dynamics of the TOWS Matrix
Figure 5.4 Business portfolio matrix

Chapter 6
Figure 6.1 Bases for selecting from among alternative courses of action
Figure 6.2 The nature of problems and decision makingin the orgaruzation
Figure C2.1 TOWS matrix-A conceptual model
Figure C2.2 TOWS matrix for India
Figure C2.3 TOWS Matrix for Chrysler Corporation before the mergc
Figure C2.4 TOWS Matrix for Daimler-Benz before the merger
Figure C2,5 TOWS Matrix for Daimler-Chrysler after the merger

Chapter 7
Figure 7.1 Formal and informal organizations
Figure 7.2 0rganization structures with narrow and wide spans
Figure 7.3 Management by processes
Figure 7.4 The organizing process

Chapter 8
Figure 8.1 A functional organization grouping (in a manufacturing company)
Figure 8.2 A territorial, or geographic, organization grouping (in a manufacturing company)
Figure 8.3 Customer departmentation (in a large bank)
Figure 8.4 A product organization grouping (in a manufacturing company)
Figure 8.5 Matrix orgaruzation (in engineering)
Figure 8.6 Typical strategic business unit organization (in a large industrial chemical company)

Chapter 9
Figure 9.1 Centralization and decentralization as tendenaes

Chapter 10
Figure 10.1Formal and informal or informational organizations

Chapter 11
Figure 11.1 Systems approach to staffing
Figure 11.2 Managerinventory chart
Figure 11.3 Personnel actions based on manager supply and demand within the enterprise
Figure 11.4 Systems approach to selection

Chapter 12
Figure 12.1 The appraisalprocess
Figure 12.2 Formulation of a career strategy

Chapter 13
Figure 13.1 Manager development process and training
Figure 13.2 Analysis of training needs
FigUfe 13.3 Moving an organizational equilibrium
Figure 13.4 A model of the organization development process
……
Chapter 14
Chapter 15
Chapter 16
Chapter 17
Chapter 18
Chapter 19
Chapter 20