Organizational Environments: Ritual and RationalitySage, 1983 - 302 頁 |
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第 1 到 3 筆結果,共 12 筆
第 11 頁
... man of NIMH has been most helpful . Our work over the past several years has also been aided by our associa- tion with a creative and supportive set of faculty colleagues here at Stanford ; notably , J. Victor Baldridge , James A. Baron ...
... man of NIMH has been most helpful . Our work over the past several years has also been aided by our associa- tion with a creative and supportive set of faculty colleagues here at Stanford ; notably , J. Victor Baldridge , James A. Baron ...
第 44 頁
... man- aging their organization's public image and status , and the less they devote to coordination and to managing particular boundary - spanning relationships . Further , the argument is that in such contexts managers devote more time ...
... man- aging their organization's public image and status , and the less they devote to coordination and to managing particular boundary - spanning relationships . Further , the argument is that in such contexts managers devote more time ...
第 105 頁
... in particular , we would expect to see innovations such as contract man- agement ( Brown , 1976 ) allowing for the availability of more complex and specialized services than can be supported on a permanent on W. Richard Scott 105.
... in particular , we would expect to see innovations such as contract man- agement ( Brown , 1976 ) allowing for the availability of more complex and specialized services than can be supported on a permanent on W. Richard Scott 105.
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administrative agencies American education authority buffer bureaucratic centralized systems centrists classroom complex conflict conformity constituencies coordination corporatism corporatist create cultural decentralized decisions decoupling defined definitions district domain educa educational organizations educational system effects elaborate elements environmental eral evaluation example external federal formal organizations formal structure fragmented functions funding groups health care highly implementation important inconsistent incorporate individual inspection institutional environments institutional rules integrated internal interorganizational field involved isomorphic knowledge and innovation large number legitimacy legitimate linkages linked loosely coupled ments Meyer and Rowan modern societies monetarization myths nizations normative occupational orga organiza organization theory organizational structure outputs political problems processes production profes professional programs Proposition rational organization relations reporting requirements RICHARD SCOTT role schools Scott sector social Sociology specific standards teachers technical technologies tend TERRENCE E theory tion tional tural types units