Complex Organizations: A Critical EssayRandom House, 1986 - 307 頁 |
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第 1 到 3 筆結果,共 44 筆
第 147 頁
... interactions that can occur in reasonably complex systems . Let me illustrate with some familiar examples that are not confined to risky systems with catastrophic potential : one person's problem unexpectedly finds another person's ...
... interactions that can occur in reasonably complex systems . Let me illustrate with some familiar examples that are not confined to risky systems with catastrophic potential : one person's problem unexpectedly finds another person's ...
第 148 頁
... interactions have been made more linear , but at present there appears to be no way to make nuclear power plants or our nuclear early - warning ... Interaction / Coupling Chart Loose COUPLING Tight INTERACTIONS 148 Complex Organizations.
... interactions have been made more linear , but at present there appears to be no way to make nuclear power plants or our nuclear early - warning ... Interaction / Coupling Chart Loose COUPLING Tight INTERACTIONS 148 Complex Organizations.
第 149 頁
A Critical Essay Charles Perrow. Figure 1 Interaction / Coupling Chart Loose COUPLING Tight INTERACTIONS Linear ... interactions are expected and visible . But in Cell 4 , decentralization is required because of the complex interactions ...
A Critical Essay Charles Perrow. Figure 1 Interaction / Coupling Chart Loose COUPLING Tight INTERACTIONS Linear ... interactions are expected and visible . But in Cell 4 , decentralization is required because of the complex interactions ...
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