Complex Organizations: A Critical EssayRandom House, 1986 - 307 頁 |
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第 1 到 3 筆結果,共 67 筆
第 42 頁
... authority over us when we suspect that we know more about life on the firing line than they do . The outstanding ... authority in his discussion — the authority that is based on " technical competence , " and the authority based on ...
... authority over us when we suspect that we know more about life on the firing line than they do . The outstanding ... authority in his discussion — the authority that is based on " technical competence , " and the authority based on ...
第 71 頁
... Authority A plain fact about organizations is that the people at the top have a lot more authority than those at the bottom . Authority to give orders , fire , fine , and otherwise control individuals is an essential part of ...
... Authority A plain fact about organizations is that the people at the top have a lot more authority than those at the bottom . Authority to give orders , fire , fine , and otherwise control individuals is an essential part of ...
第 72 頁
... authority . But to define authority differently would be to weaken the emphasis on cooperation . If organizations are primarily or even exclusively cooperative in nature , there is no room for a defini- tion of authority that includes ...
... authority . But to define authority differently would be to weaken the emphasis on cooperation . If organizations are primarily or even exclusively cooperative in nature , there is no room for a defini- tion of authority that includes ...
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