Complex Organizations: A Critical Essay |
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第 1 到 3 筆結果,共 3 筆
第 40 頁
... superintendent or the V . P . of Production , through channels , who will take the
matter up again with his counterpart in Research . And so on . The hierarchy is
involved at almost every step , on the grounds of task specializau so on . tion .
... superintendent or the V . P . of Production , through channels , who will take the
matter up again with his counterpart in Research . And so on . The hierarchy is
involved at almost every step , on the grounds of task specializau so on . tion .
第 41 頁
tion . But , in fact , the manager of metallurgy or the V . P . of Production may not
need to make all the decisions he does , since all he decides is that the usual ,
official lines of communication and authority shall be utilized . If so , this is a
misuse ...
tion . But , in fact , the manager of metallurgy or the V . P . of Production may not
need to make all the decisions he does , since all he decides is that the usual ,
official lines of communication and authority shall be utilized . If so , this is a
misuse ...
第 101 頁
tion - influence processes , decision - making processes , the setting or ordering
of goals , control processes , and performance goals and training . Thus ,
presumably all of the human aspects of the organization are covered ( hence the
...
tion - influence processes , decision - making processes , the setting or ordering
of goals , control processes , and performance goals and training . Thus ,
presumably all of the human aspects of the organization are covered ( hence the
...
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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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常見字詞
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