Complex Organizations: A Critical EssayRandom House, 1986 - 307 頁 |
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第 1 到 3 筆結果,共 56 筆
第 80 頁
... effect . " Lighting had been changed in one group and not the other group , but the researchers had neglected a more important change that had occurred for both groups — namely , that management had put them into special rooms to ...
... effect . " Lighting had been changed in one group and not the other group , but the researchers had neglected a more important change that had occurred for both groups — namely , that management had put them into special rooms to ...
第 110 頁
... effect of group sessions on five of the top six members of the merchandis- ing side of the business is described as dramatically successful in one chapter , 87 we learn much later that five of the six had to be replaced.88 Such prosaic ...
... effect of group sessions on five of the top six members of the merchandis- ing side of the business is described as dramatically successful in one chapter , 87 we learn much later that five of the six had to be replaced.88 Such prosaic ...
第 300 頁
... effect , 80 ; on organizational differentiation , 140 ; origins of , 49-78 ; studies of leadership - morale - productivity by , 88-96 Human resources model : distinguished from human relations movement , 97–99 ; human nature in , 98 ...
... effect , 80 ; on organizational differentiation , 140 ; origins of , 49-78 ; studies of leadership - morale - productivity by , 88-96 Human resources model : distinguished from human relations movement , 97–99 ; human nature in , 98 ...
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