Complex Organizations: A Critical EssayScott, Foresman, 1979 - 270 頁 |
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第 1 到 3 筆結果,共 88 筆
第 50 頁
... examples , asserted Parsons . Unfortunately , his main example had little to do with or- ganizations , and his second example was something less than rele- vant . Since this is possibly the most important footnote in the history of ...
... examples , asserted Parsons . Unfortunately , his main example had little to do with or- ganizations , and his second example was something less than rele- vant . Since this is possibly the most important footnote in the history of ...
第 117 頁
... example , that the company have no confidence and trust in subordinates , while System 4 indicates complete confidence and trust . Nor are the managers likely to prefer subservient and hostile attitudes toward superiors over cooperative ...
... example , that the company have no confidence and trust in subordinates , while System 4 indicates complete confidence and trust . Nor are the managers likely to prefer subservient and hostile attitudes toward superiors over cooperative ...
第 166 頁
... example , has enough dimensions and room for vari- ations to suggest that there could be more than one variety of rou- tineness . The flavor of improvisation and uncertainty that Burns and Stalker describe for their electronic firms51 ...
... example , has enough dimensions and room for vari- ations to suggest that there could be more than one variety of rou- tineness . The flavor of improvisation and uncertainty that Burns and Stalker describe for their electronic firms51 ...
內容
WHY BUREAUCRACY? | 1 |
MANAGERIAL IDEOLOGIES AND THE ORIGINS | 58 |
THE HUMAN RELATIONS MODEL | 90 |
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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