Complex Organizations: A Critical EssayRandom House, 1986 - 307 頁 |
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第 1 到 3 筆結果,共 21 筆
第 21 頁
... activities . The thoroughly automated factory , of which we have none as yet , would be one with few or no written rules or regulations . Another way to cut down on the number of rules is to insist on near uniformity of personnel in an ...
... activities . The thoroughly automated factory , of which we have none as yet , would be one with few or no written rules or regulations . Another way to cut down on the number of rules is to insist on near uniformity of personnel in an ...
第 124 頁
... activities . 16 Other sources of stability in the organization stem from the routinization of activity through the establishment of programs and standard operating procedures . Changes are introduced only when objectives are clearly not ...
... activities . 16 Other sources of stability in the organization stem from the routinization of activity through the establishment of programs and standard operating procedures . Changes are introduced only when objectives are clearly not ...
第 163 頁
... activities of the California Industrial Accident Commission during the first half of this century illustrates the fate of idealism ( representing the interests of workers who have been injured on the job ) when it has to contend with ...
... activities of the California Industrial Accident Commission during the first half of this century illustrates the fate of idealism ( representing the interests of workers who have been injured on the job ) when it has to contend with ...
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 function goals groups Herbert Simon hierarchy hospital human relations human relations movement important increase individual industry inside contracting institutional interactions interests Karl Weick labor leaders leadership Likert major March and Simon Max Weber morale operating organizational analysis organizational theory organizations output percent person personnel Philip Selznick plant policies political Press problem production professional profits programs relationship Review role routine rules selection Selznick skills social Social Darwinism society Sociology structure subordinates tasks theorists things tion transaction costs University wage Weber Wilfred Brown workers York