Complex Organizations: A Critical Essay |
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第 1 到 3 筆結果,共 17 筆
第 40 頁
Timidity and caution appear to be functions of the technology and market of
organizations, rather than of their degree of hierarchy. In some market situations
— e.g., social security administration, aid to dependent children, railroads, public
...
Timidity and caution appear to be functions of the technology and market of
organizations, rather than of their degree of hierarchy. In some market situations
— e.g., social security administration, aid to dependent children, railroads, public
...
第 47 頁
Thus, in this commonplace example of organizational problem solving, we find
specialized tasks and hierarchies merged; one could not function without the
other. Though the hierarchy was crucial because it identified knowledge sources
and ...
Thus, in this commonplace example of organizational problem solving, we find
specialized tasks and hierarchies merged; one could not function without the
other. Though the hierarchy was crucial because it identified knowledge sources
and ...
第 50 頁
The trouble with the example is that in this role the physician does not function in
an organization. Parsons recognizes this, but adds that where he does function in
an organization, "instead of a rigid hierarchy of status and authority ...
The trouble with the example is that in this role the physician does not function in
an organization. Parsons recognizes this, but adds that where he does function in
an organization, "instead of a rigid hierarchy of status and authority ...
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內容
WHY BUREAUCRACY? | 1 |
THE INSTITUTIONAL SCHOOL | 7 |
MANAGERIAL IDEOLOGIES AND THE ORIGINS | 58 |
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Administrative Science Quarterly agencies authority Barnard basic behavior Bendix Blau bureaucracy bureaucratic model chapter Charles Perrow Chester Barnard complex conflict contingency theory course criticism decisions departments economic effect Elton Mayo emphasis employees environment example executive firm function ganizations goals Herbert Simon hierarchy hospital human relations movement human relations theory Ibid important increase individual industry institutional interests labor large number leaders leadership levels Likert Marshall Meyer Max Weber ment morale organizational analysis organizational theory organizations output participation performance person personnel Peter Blau Philip Selznick plant political position Press problem productivity professionals programs rational Reinhard Bendix relationship role routine rules scientists Selznick situation social Social Darwinism society Sociology span of control steel structure studies subordinates superior supervisor tasks theorists things tion tional tool University Weber Wilfred Brown workers York