Complex Organizations: A Critical EssayRandom House, 1986 - 307 頁 |
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第 1 到 3 筆結果,共 63 筆
第 5 頁
... employees . Both are legitimate criticisms to a degree . But what the first avoids noticing is that another description of unadaptiveness might be stability , steadfastness , and predictability . If we want a particular change and fail ...
... employees . Both are legitimate criticisms to a degree . But what the first avoids noticing is that another description of unadaptiveness might be stability , steadfastness , and predictability . If we want a particular change and fail ...
第 230 頁
... employees is legitimate ; shirking and the like under these conditions will be only minor problems . The major problems are estab- lishing routines , changing them when needed ( innovation ) , and coordinating the work of employees ...
... employees is legitimate ; shirking and the like under these conditions will be only minor problems . The major problems are estab- lishing routines , changing them when needed ( innovation ) , and coordinating the work of employees ...
第 260 頁
... employees . 2a . For the master , bounded rationality means that the ambiguities about cause and effect and personal preferences that reside in the employees permit the master to use unobtrusive controls and premise setting . Were employees ...
... employees . 2a . For the master , bounded rationality means that the ambiguities about cause and effect and personal preferences that reside in the employees permit the master to use unobtrusive controls and premise setting . Were employees ...
內容
WHY BUREAUCRACY? | 1 |
MANAGERIAL IDEOLOGIES AND THE ORIGINS OF | 49 |
THE HUMAN RELATIONS MODEL | 79 |
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Administrative Science Quarterly agency theory authority Barnard basic behavior bounded rationality bureaucracy Chapter Charles Perrow complex concepts conflict contingency theory contracts cooperation coordination critical cultural deal decisions economic economists effect efficiency emphasize employees environment example firms Free Press function goals groups hierarchy hospital human relations human relations movement important increase individual industry innovation institutional interactions interests interorganizational labor leaders leadership Likert major March and Simon Max Weber morale operating organizational analysis organizational theory organizations output percent person personnel Peter Blau Philip Selznick plant policies political problem production professional profits programs relationship role routine rules selection Selznick skills social Social Darwinism society structure subordinates tasks theorists things tion transaction costs University Press wage Weber Wilfred Brown workers York