Complex Organizations: A Critical EssayScott, Foresman, 1979 - 270 頁 |
搜尋書籍內容
第 1 到 3 筆結果,共 20 筆
第 115 頁
... Likert model also rests simply upon a contrast between the exploitative and authoritative and the " participative management " models , with intermediate points . 49 However , it is more complex than McGregor's model since it specifies ...
... Likert model also rests simply upon a contrast between the exploitative and authoritative and the " participative management " models , with intermediate points . 49 However , it is more complex than McGregor's model since it specifies ...
第 122 頁
... Likert to measure performance played in producing his high relationships . 73 More important , however , is the nature of the sample . Assum- ing that all the relationships that Likert found were accurate , we still might wonder if the ...
... Likert to measure performance played in producing his high relationships . 73 More important , however , is the nature of the sample . Assum- ing that all the relationships that Likert found were accurate , we still might wonder if the ...
第 123 頁
... Likert's statement that the principles illustrated " appear to be applicable to all kinds of under- takings " 74 must be treated with considerable reservation . This is but one more example of the difficulty of generalizing about all ...
... Likert's statement that the principles illustrated " appear to be applicable to all kinds of under- takings " 74 must be treated with considerable reservation . This is but one more example of the difficulty of generalizing about all ...
內容
WHY BUREAUCRACY? | 1 |
MANAGERIAL IDEOLOGIES AND THE ORIGINS | 58 |
THE HUMAN RELATIONS MODEL | 90 |
著作權所有 | |
5 個其他區段未顯示
其他版本 - 查看全部
常見字詞
Administrative Science Quarterly agencies American analysis appear aspects associated authority Barnard basic behavior bureaucracy chapter Company complex concerned cooperation costs course criticism deal decisions departments direct discussion economic effect employees environment example executive exist firm force Free function give goals groups hierarchy hospital human relations important increase individual industry institutional interests involved John kinds labor leaders leadership less levels major March matter means morale nature operating organizational organizations performance person personnel plant political position Press problem productivity professionals programs question rational records regarding relationship responsibility Review routine rules selection Simon situation social society Sociology structure studies tasks theory things tion tool types units University values workers York