Complex Organizations: A Critical EssayScott, Foresman, 1979 - 270 頁 |
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第 1 到 3 筆結果,共 27 筆
第 99 頁
... performance , and two psychologists , Brayfield and Crockett , paused to survey the studies carefully . The conclusion of the 1930 study was upheld ; there was little evidence that attitudes bore any " simple or even appreciative ...
... performance , and two psychologists , Brayfield and Crockett , paused to survey the studies carefully . The conclusion of the 1930 study was upheld ; there was little evidence that attitudes bore any " simple or even appreciative ...
第 100 頁
... performance . The cause of high performance might be any number of things , including good equipment and authoritarian leadership . Lawler and Porter tested their hypothesis using data from 148 lower- and middle - level mana- gers in ...
... performance . The cause of high performance might be any number of things , including good equipment and authoritarian leadership . Lawler and Porter tested their hypothesis using data from 148 lower- and middle - level mana- gers in ...
第 121 頁
... performance is grossly exaggerated . Even the responses of these two extreme groups overlap on most items . Including the intermediate sixty would presumably weaken the contrast between high and low performing groups . In addition , an ...
... performance is grossly exaggerated . Even the responses of these two extreme groups overlap on most items . Including the intermediate sixty would presumably weaken the contrast between high and low performing groups . In addition , an ...
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