Complex Organizations: A Critical EssayScott, Foresman, 1979 - 270 頁 |
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第 1 到 3 筆結果,共 84 筆
第 107 頁
... leaders or jobs must constantly change , and this will make predictions difficult . At the extremes , we can be fairly confident in identifying good or bad leaders ; but for most situations we will probably have little to say . We may ...
... leaders or jobs must constantly change , and this will make predictions difficult . At the extremes , we can be fairly confident in identifying good or bad leaders ; but for most situations we will probably have little to say . We may ...
第 190 頁
... Leadership in Administration is equally disturbing " Creative men are needed ... who know how to transform a neu- tral body of men into a committed polity . These men are called leaders ; their profession is politics . " 40 This makes a ...
... Leadership in Administration is equally disturbing " Creative men are needed ... who know how to transform a neu- tral body of men into a committed polity . These men are called leaders ; their profession is politics . " 40 This makes a ...
第 192 頁
... leaders are all - powerful ; there are many constraints on their ability to freely use the organization as a tool . We have considered some of these constraints in previous chapters : the necessity to treat labor as a resource which is ...
... leaders are all - powerful ; there are many constraints on their ability to freely use the organization as a tool . We have considered some of these constraints in previous chapters : the necessity to treat labor as a resource which is ...
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