Complex Organizations: A Critical EssayScott, Foresman, 1979 - 270 頁 |
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第 1 到 3 筆結果,共 28 筆
第 49 頁
... routine change was made in procedure , and hierarchy and task specialization merged easily ; they were coterminous . The organization was set up to handle just such events . In the second example , the hierarchy took precedence over ...
... routine change was made in procedure , and hierarchy and task specialization merged easily ; they were coterminous . The organization was set up to handle just such events . In the second example , the hierarchy took precedence over ...
第 163 頁
... routine and non- routine . 44 The Woodward scheme proposes three basic models - for 44A discussion of the work done in this area up through 1966 can be found in the bibliographic essay at the end of Charles Perrow , " A Framework for ...
... routine and non- routine . 44 The Woodward scheme proposes three basic models - for 44A discussion of the work done in this area up through 1966 can be found in the bibliographic essay at the end of Charles Perrow , " A Framework for ...
第 171 頁
... routine pervades all organizations and thus makes a considerable degree of bureaucracy necessary even in the space ... routine in terms of the tasks of most of the salaried and hourly work force . They are neither so routine as to permit ...
... routine pervades all organizations and thus makes a considerable degree of bureaucracy necessary even in the space ... routine in terms of the tasks of most of the salaried and hourly work force . They are neither so routine as to permit ...
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