Complex Organizations: A Critical EssayRandom House, 1986 - 307 頁 |
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第 1 到 3 筆結果,共 84 筆
第 42 頁
... example , the hierarchy took precedence over task specialization and expertise . A routine , noncrisis solution was applied to a nonroutine crisis situation . At the same time , the hierarchy was made to bear the load of insecurity or ...
... example , the hierarchy took precedence over task specialization and expertise . A routine , noncrisis solution was applied to a nonroutine crisis situation . At the same time , the hierarchy was made to bear the load of insecurity or ...
第 43 頁
... example is that in this role the physician does not function in an organiza- tion . Parsons recognizes this , but adds that where the physician does function in an organization , “ instead of a rigid hierarchy of status and authority ...
... example is that in this role the physician does not function in an organiza- tion . Parsons recognizes this , but adds that where the physician does function in an organization , “ instead of a rigid hierarchy of status and authority ...
第 101 頁
... example , Likert is encouraged that when asked which system they prefer , managers overwhelmingly choose System 4. But to choose System 1 is to recom- mend , for example , that the company have no confidence and trust in subordinates ...
... example , Likert is encouraged that when asked which system they prefer , managers overwhelmingly choose System 4. But to choose System 1 is to recom- mend , for example , that the company have no confidence and trust in subordinates ...
內容
WHY BUREAUCRACY? | 1 |
MANAGERIAL IDEOLOGIES AND THE ORIGINS OF | 49 |
THE HUMAN RELATIONS MODEL | 79 |
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Administrative Science Quarterly agency theory authority Barnard basic behavior bounded rationality bureaucracy Chapter Charles Perrow complex concepts conflict contingency theory contracts cooperation coordination critical cultural deal decisions economic economists effect efficiency emphasize employees environment example firms Free Press function goals groups Herbert Simon hierarchy hospital human relations human relations movement important increase individual industry innovation institutional interactions interests interorganizational Karl Weick labor leaders leadership Likert major March and Simon Max Weber morale operating organizational analysis organizational theory organizations output percent person personnel plant policies political problem production professional profits programs relationship role routine rules selection Selznick skills social Social Darwinism society structure subordinates tasks theorists things tion transaction costs University Press wage Weber Wilfred Brown workers York