Complex Organizations: A Critical EssayRandom House, 1986 - 307 頁 |
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第 1 到 3 筆結果,共 70 筆
第 42 頁
... less about things than the people that work for him or her yet who exercises authority over them . Virtually every discussion of bureaucracy mentions this point . It is an attractive criticism because we all resent , more or less ...
... less about things than the people that work for him or her yet who exercises authority over them . Virtually every discussion of bureaucracy mentions this point . It is an attractive criticism because we all resent , more or less ...
第 112 頁
... less influence , with the workers having the least . An example is given in Figure 1. In the League of Women Voters , a similar but far less marked pattern was found ; the president and the board of directors had similar levels of ...
... less influence , with the workers having the least . An example is given in Figure 1. In the League of Women Voters , a similar but far less marked pattern was found ; the president and the board of directors had similar levels of ...
第 209 頁
... less unanalyzed thing that could act . The language of this school of thought is decisively anthropomorphic : environ- ments act , organizations respond ; environments select some organizations for extinc- tion and allow others to ...
... less unanalyzed thing that could act . The language of this school of thought is decisively anthropomorphic : environ- ments act , organizations respond ; environments select some organizations for extinc- tion and allow others to ...
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