Complex Organizations: A Critical EssayRandom House, 1986 - 307 頁 |
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第 1 到 3 筆結果,共 35 筆
第 96 頁
... reward random , intermittent instances of the behavior ; otherwise the person can become satiated with the reward and not connect it to the behavior . Despite the fact that the human relations tradition strongly believes in rewards ...
... reward random , intermittent instances of the behavior ; otherwise the person can become satiated with the reward and not connect it to the behavior . Despite the fact that the human relations tradition strongly believes in rewards ...
第 113 頁
... rewards at its disposal , or more " organizational slack " to play with , and thus can allow all members to exercise more discretion , obtain more rewards , and feel that they have more influence . Ephraim Yuchtman examined this problem ...
... rewards at its disposal , or more " organizational slack " to play with , and thus can allow all members to exercise more discretion , obtain more rewards , and feel that they have more influence . Ephraim Yuchtman examined this problem ...
第 233 頁
... rewards and surpluses by individuals is encouraged : Such a situation arises when the tax structure favors individual rather than group rewards ; organizational hierarchy promotes it ; steep salary structures reinforce it ; and a stable ...
... rewards and surpluses by individuals is encouraged : Such a situation arises when the tax structure favors individual rather than group rewards ; organizational hierarchy promotes it ; steep salary structures reinforce it ; and a stable ...
內容
WHY BUREAUCRACY? | 1 |
MANAGERIAL IDEOLOGIES AND THE ORIGINS OF | 49 |
THE HUMAN RELATIONS MODEL | 79 |
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