Complex Organizations: A Critical Essay |
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第 1 到 3 筆結果,共 29 筆
第 75 頁
He insists throughout the book that organizational actions are non- personal in
character; even executive decisions do not reflect personal choice. It is because
the activities of humans are coordinated to make a system "that their significant ...
He insists throughout the book that organizational actions are non- personal in
character; even executive decisions do not reflect personal choice. It is because
the activities of humans are coordinated to make a system "that their significant ...
第 78 頁
The decision of General William Westmoreland to engage in search and destroy
activities in Vietnam, seeking out the enemy wherever he might be, was a critical
executive decision which was reversed by his replacement, General Creighton ...
The decision of General William Westmoreland to engage in search and destroy
activities in Vietnam, seeking out the enemy wherever he might be, was a critical
executive decision which was reversed by his replacement, General Creighton ...
第 83 頁
comes close, here, to joining Roethlisberger and Dickson in their assumption that
management behavior is mainly rational and workers' behavior nonrational. The
Fulminating Executive Finally, as we have noted, the executive is the key to the ...
comes close, here, to joining Roethlisberger and Dickson in their assumption that
management behavior is mainly rational and workers' behavior nonrational. The
Fulminating Executive Finally, as we have noted, the executive is the key to the ...
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內容
WHY BUREAUCRACY? | 1 |
MANAGERIAL IDEOLOGIES AND THE ORIGINS | 58 |
THE HUMAN RELATIONS MODEL | 90 |
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常見字詞
Administrative Science Quarterly agencies AUTHORITY IN INDUSTRY Barnard basic behavior Blau bureaucracy bureaucratic model chapter Charles Perrow complex concepts conflict contingency theory cooperation costs course criticism decisions economic effect Elton Mayo employees environment example executive firm function ganizations goals groups Herbert Simon hierarchy hospital human relations human relations movement Ibid IDEOLOGIES OF MANAGEMENT important increase individual interests labor large number leaders leadership levels Likert major March and Simon Marshall Meyer Max Weber ment morale nonroutine Organizational Analysis organizational theory output person personnel Peter Blau Philip Selznick plant political position problem productivity professionals programs rational Reinhard Bendix relationship role routine rules scientists Selznick social Social Darwinism society Sociology structure studies subordinates Talcott Parsons tasks theorists things tion tional tive tool University Weber Westwood Wilfred Brown workers York