Complex Organizations: A Critical EssayRandom House, 1986 - 307 頁 |
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第 1 到 3 筆結果,共 43 筆
第 22 頁
... give him in writing - the prescribed component of his job . Thereafter , Jones will be a staunch supporter of the " no - red - tape " policy , and so the situation will continue . It is much more efficient to delineate as precisely as ...
... give him in writing - the prescribed component of his job . Thereafter , Jones will be a staunch supporter of the " no - red - tape " policy , and so the situation will continue . It is much more efficient to delineate as precisely as ...
第 30 頁
... give it up . Such a manager should establish an intermediate level in order to give his subordinates some leeway . A wide span of control meant reluctance to delegate , rather than delegation . Few theorists took the rule - of - thumb ...
... give it up . Such a manager should establish an intermediate level in order to give his subordinates some leeway . A wide span of control meant reluctance to delegate , rather than delegation . Few theorists took the rule - of - thumb ...
第 125 頁
... give it more attention until the problems are cleared up " ) and alters the flow of inputs and stimuli . The image ... gives personnel who are in direct contact with the information considerable discretion and influence . They " absorb ...
... give it more attention until the problems are cleared up " ) and alters the flow of inputs and stimuli . The image ... gives personnel who are in direct contact with the information considerable discretion and influence . They " absorb ...
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