Complex Organizations: A Critical EssayRandom House, 1986 - 307 頁 |
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第 1 到 3 筆結果,共 86 筆
第 80 頁
... group and not the other group , but the researchers had neglected a more important change that had occurred for both groups — namely , that management had put them into special rooms to control the lighting and thus had segregated them ...
... group and not the other group , but the researchers had neglected a more important change that had occurred for both groups — namely , that management had put them into special rooms to control the lighting and thus had segregated them ...
第 92 頁
... groups than to those that " counteract " ( such as committees that represent different viewpoints ) or those that require little member interdepend- ence ( " co - acting " groups , such as machine operators working side by side ) ...
... groups than to those that " counteract " ( such as committees that represent different viewpoints ) or those that require little member interdepend- ence ( " co - acting " groups , such as machine operators working side by side ) ...
第 261 頁
... groups . Bounded rationality is not the only , or even the most important , source of change , since there will be changes in the environment and in the goals of the masters . But some change is due to unexpected events that are ...
... groups . Bounded rationality is not the only , or even the most important , source of change , since there will be changes in the environment and in the goals of the masters . But some change is due to unexpected events that are ...
內容
WHY BUREAUCRACY? | 1 |
MANAGERIAL IDEOLOGIES AND THE ORIGINS OF | 49 |
THE HUMAN RELATIONS MODEL | 79 |
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