Complex Organizations: A Critical EssayRandom House, 1986 - 307 頁 |
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第 1 到 3 筆結果,共 37 筆
第 42 頁
... routine flow of events that went on around it . The organizational structure for handling routine events was not changed or affected . Indeed , the official hierarchy could not be abandoned since it serviced routine work . Thus ...
... routine flow of events that went on around it . The organizational structure for handling routine events was not changed or affected . Indeed , the official hierarchy could not be abandoned since it serviced routine work . Thus ...
第 142 頁
... routine , and repetitive , a bureaucratic structure is the most efficient . Things can be " programmed , " to use March and Simon's term . Where tasks are not well understood , generally because the " raw material " that each person ...
... routine , and repetitive , a bureaucratic structure is the most efficient . Things can be " programmed , " to use March and Simon's term . Where tasks are not well understood , generally because the " raw material " that each person ...
第 217 頁
... routines do this . There is little room for optimal choices of sharply defined alterna- tives or other features of rationality in this view . Nelson and Winter recognize internal politics : " Routine operation involves a comprehensive ...
... routines do this . There is little room for optimal choices of sharply defined alterna- tives or other features of rationality in this view . Nelson and Winter recognize internal politics : " Routine operation involves a comprehensive ...
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