Complex Organizations: A Critical EssayScott, Foresman, 1979 - 270 頁 |
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第 1 到 3 筆結果,共 47 筆
第 40 頁
... functions of the technology and market of organizations , rather than of their degree of hierar- chy . In some market ... function of a hierarchy is to resolve disputes or uncertainties ; things go on well enough without slavishly going ...
... functions of the technology and market of organizations , rather than of their degree of hierar- chy . In some market ... function of a hierarchy is to resolve disputes or uncertainties ; things go on well enough without slavishly going ...
第 47 頁
... function without the other . Though the hierarchy was crucial because it identified knowledge sources and decision powers , the participants would never think to praise its existence . Most of the times that it serves its function , it ...
... function without the other . Though the hierarchy was crucial because it identified knowledge sources and decision powers , the participants would never think to praise its existence . Most of the times that it serves its function , it ...
第 50 頁
... 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 [ hierarchies are always rigid , one gathers ] there tends to be ...
... 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 [ hierarchies are always rigid , one gathers ] there tends to be ...
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