Complex Organizations: A Critical Essay |
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第 183 頁
The domination was achieved by vertical integration : the firms owned the artists
through long - term contracts and hired producers who gathered the ancillary
talent , produced the record , and packaged the result . The firms also owned the
...
The domination was achieved by vertical integration : the firms owned the artists
through long - term contracts and hired producers who gathered the ancillary
talent , produced the record , and packaged the result . The firms also owned the
...
第 184 頁
majors lost control of each to new independent firms that made vertical
integration and homogeneous products — the ingredients of success for
monopolistic capitalism - impossible for a time . First , there had to be a profound
change in ...
majors lost control of each to new independent firms that made vertical
integration and homogeneous products — the ingredients of success for
monopolistic capitalism - impossible for a time . First , there had to be a profound
change in ...
第 247 頁
31 CAUSES OF HIERARCHY Efficiency , as realized by the reduction of
transaction costs , is thus an uncertain accompaniment of vertical integration ,
and some flexibility and buffering may be lost in the process . Clearly , in a
comparison of ...
31 CAUSES OF HIERARCHY Efficiency , as realized by the reduction of
transaction costs , is thus an uncertain accompaniment of vertical integration ,
and some flexibility and buffering may be lost in the process . Clearly , in a
comparison of ...
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內容
WHY BUREAUCRACY? | 1 |
MANAGERIAL IDEOLOGIES AND THE ORIGINS OF | 49 |
THE HUMAN RELATIONS MODEL | 79 |
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Administrative agency analysis appear authority Barnard behavior bureaucracy called Chapter complex concerned considered contracts cooperation costs course critical deal decisions discussion economic effect efficiency employees environment example exist firms force function give goals groups hierarchy hospital human relations important increase individual industry institutional interactions interests involved labor leaders leadership less limited major March matter means morale nature operating organizational organizations performance person personnel plant political position possible practices Press problem production profits question rationality records relationship response result Review rewards routine rules Science selection situation skills social society Sociological structure tasks theory things tion units University values workers York