Complex Organizations: A Critical EssayRandom House, 1986 - 307 頁 |
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第 1 到 3 筆結果,共 40 筆
第 121 頁
... rationality . For one thing , they do not have complete knowledge of the consequences of their acts . There will be both unanticipated and unintended consequences of action . Second , they either do not have complete knowledge of the ...
... rationality . For one thing , they do not have complete knowledge of the consequences of their acts . There will be both unanticipated and unintended consequences of action . Second , they either do not have complete knowledge of the ...
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
... rationality makes the employees susceptible to unobtrusive controls , but since the master is also subject to bounded rationality , there is a limit on the effectiveness of his or her control — and thus a source of power for the ...
... rationality makes the employees susceptible to unobtrusive controls , but since the master is also subject to bounded rationality , there is a limit on the effectiveness of his or her control — and thus a source of power for the ...
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