Complex Organizations: A Critical EssayScott, Foresman, 1979 - 270 頁 L'auteur décrit la composition des nouvelles organisations de l'administration publique et le défis de leur gestion. |
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第 1 到 3 筆結果,共 83 筆
第 161 頁
... structure or goals , we risk tautologies . For example , Etzioni bases his typology upon the type of power utilized in the organization to gain compliance of participants , a structural characteristic . This leads him to predict that ...
... structure or goals , we risk tautologies . For example , Etzioni bases his typology upon the type of power utilized in the organization to gain compliance of participants , a structural characteristic . This leads him to predict that ...
第 165 頁
... structure . For example , the structure of an organi- zation can generate nonroutineness of tasks , as in one firm where tasks might have been highly routinized , but the head of the firm did not allow them to be . He deliberately did ...
... structure . For example , the structure of an organi- zation can generate nonroutineness of tasks , as in one firm where tasks might have been highly routinized , but the head of the firm did not allow them to be . He deliberately did ...
第 172 頁
... structure varies with the type of work done . A fundamental fact about organizations is that they do work ; they transform raw materials into acceptable outputs . The charac- teristics of this work process will tell us more about the ...
... structure varies with the type of work done . A fundamental fact about organizations is that they do work ; they transform raw materials into acceptable outputs . The charac- teristics of this work process will tell us more about the ...
內容
WHY BUREAUCRACY? | 1 |
MANAGERIAL IDEOLOGIES AND THE ORIGINS | 58 |
THE HUMAN RELATIONS MODEL | 90 |
著作權所有 | |
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Administrative Science Quarterly agencies American analysis appear aspects associated authority Barnard basic behavior bureaucracy chapter Company complex concerned cooperation costs course criticism deal decisions departments direct discussion economic effect employees environment example executive exist firm force Free function give goals groups hierarchy hospital human relations important increase individual industry influence institutional interests John kinds leaders leadership less levels major March matter means morale nature operating organizational organizations performance person personnel plant political position Press problem productivity professionals programs question rational records regarding relationship responsibility Review routine rules selection Simon situation social society Sociology structure studies tasks theory things tion tool types units University values workers York