Complex Organizations: A Critical EssayRandom House, 1986 - 307 頁 |
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第 1 到 3 筆結果,共 14 筆
第 123 頁
... rationality were less bounded . But bounded rationality makes possible bureaucratic control as well as domination in general . Because we are not superhuman , with full understanding of processes or complete information and precise ...
... rationality were less bounded . But bounded rationality makes possible bureaucratic control as well as domination in general . Because we are not superhuman , with full understanding of processes or complete information and precise ...
第 260 頁
... bounded rationality : shifting and unclear preferences , limited information , and limited knowledge of cause - and - effect relations . It has consequences for both the master and the employees . 2a . For the master , bounded ...
... bounded rationality : shifting and unclear preferences , limited information , and limited knowledge of cause - and - effect relations . It has consequences for both the master and the employees . 2a . For the master , bounded ...
第 261 頁
... 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 inevitable ...
... 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 inevitable ...
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 institutional interactions interests interorganizational labor leaders leadership Likert major March and Simon Max Weber morale operating organizational analysis organizational theory organizations output percent performance person personnel Peter Blau 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