Professionals and Management: A Study of Behaviour in Organizations |
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Page 11
... bureaucratic discipline and professional expertise , as follows . Firstly , organizing principles - the professional is bound to the interests of his client , the bureaucrat to his employing organization . Secondly , the source of ...
... bureaucratic discipline and professional expertise , as follows . Firstly , organizing principles - the professional is bound to the interests of his client , the bureaucrat to his employing organization . Secondly , the source of ...
Page 16
... bureaucratic principles on which large - scale organizations are based are likely to be incompatible with the predominantly professional orientations of management services staff . In this chapter , the background to these hypotheses ...
... bureaucratic principles on which large - scale organizations are based are likely to be incompatible with the predominantly professional orientations of management services staff . In this chapter , the background to these hypotheses ...
Page 30
... bureaucratic organization , such as the airline , appeared to be less a result of conflict between professional orientations and bureaucratic principles as of conflict between various emergent specialist groups occupying the same task ...
... bureaucratic organization , such as the airline , appeared to be less a result of conflict between professional orientations and bureaucratic principles as of conflict between various emergent specialist groups occupying the same task ...
Contents
Introduction to the Study | 19 |
The Organization and Development | 32 |
Management Services in the Airline | 44 |
Copyright | |
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academics according achieve activities airline analysis approach appropriate number argues aspects attitudes BOAC branch British Airways bureaucratic career development career orientations careerists cent central life interest comprised computer functions Computer Programming concerned corporation decisions degree employees employing organization executive fessional field functionaries functions future Herzberg hygiene factors important individual Industrial influence interviews involved J. K. Galbraith job satisfaction join Lansbury large-scale organizations leisure line management mainly management services department management services staff managerial membership methods Mid-Career mobility occupational operations researchers opportunity organizational Pahl pattern personnel position present study problems productivity services professional associations professional body professions programmers proportion Questionnaire Survey Note R. H. Tawney Rapoport regard respondents role salary social society Sofer Source specialist groups specialist staff staff in productivity status strategies systems analysts Table tasks technical specialists techniques technostructure tended tion trade unions whilst workers