Complex Organizations: A Critical EssayRandom House, 1986 - 307 頁 |
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第 1 到 3 筆結果,共 54 筆
第 40 頁
... function without the other . Though the hierarchy was crucial because it identified knowledge sources and decision powers , the participants would never think to praise its existence . Most of the times that it serves its function , it ...
... function without the other . Though the hierarchy was crucial because it identified knowledge sources and decision powers , the participants would never think to praise its existence . Most of the times that it serves its function , it ...
第 43 頁
... function in an organiza- tion . Parsons recognizes this , but adds that where the physician does function in an organization , “ instead of a rigid hierarchy of status and authority [ hierarchies are always rigid , one gathers ] there ...
... function in an organiza- tion . Parsons recognizes this , but adds that where the physician does function in an organization , “ instead of a rigid hierarchy of status and authority [ hierarchies are always rigid , one gathers ] there ...
第 174 頁
... function- alist tradition in organizational analysis . A highly oversimplified parable will illus- trate , though hardly verify , the point . Imagine an Indian tribe in the Southwest , before the advent of settlers . The tribe lives ...
... function- alist tradition in organizational analysis . A highly oversimplified parable will illus- trate , though hardly verify , the point . Imagine an Indian tribe in the Southwest , before the advent of settlers . The tribe lives ...
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