Complex Organizations: A Critical EssayRandom House, 1986 - 307 頁 |
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第 1 到 3 筆結果,共 63 筆
第 34 頁
... appear that organizations have mechanisms to minimize the danger and even reverse these tendencies . For example , people can be rewarded for passing critical items of information up the hierarchy ; the reward may have to be high if it ...
... appear that organizations have mechanisms to minimize the danger and even reverse these tendencies . For example , people can be rewarded for passing critical items of information up the hierarchy ; the reward may have to be high if it ...
第 141 頁
... appear to reside in the typology . This is also true of the volume by Blau and Scott , where the typology is quickly abandoned and does not inform the rest of the book . The two authors distinguish organizations on the basis of who ...
... appear to reside in the typology . This is also true of the volume by Blau and Scott , where the typology is quickly abandoned and does not inform the rest of the book . The two authors distinguish organizations on the basis of who ...
第 177 頁
... appears that the masters are in substantial command in most organizations , even the weak and trivial ( though ... appear to understand the devil best- theorists such as Herbert Simon and James March — are the least concerned in ...
... appears that the masters are in substantial command in most organizations , even the weak and trivial ( though ... appear to understand the devil best- theorists such as Herbert Simon and James March — are the least concerned in ...
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 Free Press function goals groups hierarchy hospital human relations human relations movement important increase individual industry innovation institutional interactions interests interorganizational 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 problem production professional profits programs relationship role routine rules selection Selznick skills social Social Darwinism society structure subordinates tasks theorists things tion transaction costs University Press wage Weber Wilfred Brown workers York