Complex Organizations: A Critical EssayRandom House, 1986 - 307 頁 |
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第 1 到 3 筆結果,共 34 筆
第 28 頁
... involved . " Very little ( maybe no ) ' traffic ' moves up or down this chain in this fashion . The fact is that most of it moves as your letter [ to me ] did — from professor to vice - president and back with all the other levels left ...
... involved . " Very little ( maybe no ) ' traffic ' moves up or down this chain in this fashion . The fact is that most of it moves as your letter [ to me ] did — from professor to vice - president and back with all the other levels left ...
第 101 頁
... involved " in decision making . But when presented with the following four choices regarding desired involvement of employees , he or she has little choice but to select the fourth , perhaps with misgivings : " ( 1 ) Not at all . ( 2 ) ...
... involved " in decision making . But when presented with the following four choices regarding desired involvement of employees , he or she has little choice but to select the fourth , perhaps with misgivings : " ( 1 ) Not at all . ( 2 ) ...
第 141 頁
... involved , and normative power is used . Equally as serious as the tautology involved is the neglect of wide ranges of differences within the types . Some churches and schools , for example , are run like factories ; some like prisons ...
... involved , and normative power is used . Equally as serious as the tautology involved is the neglect of wide ranges of differences within the types . Some churches and schools , for example , are run like factories ; some like prisons ...
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