Complex Organizations: A Critical EssayScott, Foresman, 1979 - 270 頁 |
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第 1 到 3 筆結果,共 11 筆
第 37 頁
... nonroutine ; 2. The difference between the expertise of the manager and that of his subordinates ; the amount of interdependence among tasks under one manager ; and the interdependence of these tasks with those performed under different ...
... nonroutine ; 2. The difference between the expertise of the manager and that of his subordinates ; the amount of interdependence among tasks under one manager ; and the interdependence of these tasks with those performed under different ...
第 166 頁
... nonroutine while middle management is routine ; the reverse could also hold . Furthermore , while something like research and development is always likely to be more nonroutine than produc- tion , there may be large degrees of ...
... nonroutine while middle management is routine ; the reverse could also hold . Furthermore , while something like research and development is always likely to be more nonroutine than produc- tion , there may be large degrees of ...
第 168 頁
... nonroutine , " organic , " decentralized , professionalized , and democratic organizations designed to withstand extremely rapid technological and environmental changes . This school of thought takes very seriously the technological ...
... nonroutine , " organic , " decentralized , professionalized , and democratic organizations designed to withstand extremely rapid technological and environmental changes . This school of thought takes very seriously the technological ...
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