Complex Organizations: A Critical EssayRandom House, 1986 - 307 頁 |
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第 1 到 3 筆結果,共 88 筆
第 67 頁
... important what this means to each man personally once they have agreed to cooperate ; what is important is what each thinks it means to the organization as a whole.21 The extreme situation is , for Barnard , the best illustration of the ...
... important what this means to each man personally once they have agreed to cooperate ; what is important is what each thinks it means to the organization as a whole.21 The extreme situation is , for Barnard , the best illustration of the ...
第 73 頁
... important in an organization . " The work of cooperation is not the work of leadership , but of organization as a whole . " Cooperation is an attribute of organizations , for the force is given off by all . But , Barnard continues ...
... important in an organization . " The work of cooperation is not the work of leadership , but of organization as a whole . " Cooperation is an attribute of organizations , for the force is given off by all . But , Barnard continues ...
第 172 頁
... important , rather than to what the individual members and the plurality of groups in the environment consider important . Organizations are imperfect tools , but the powerful ones appear to do well enough for their masters . Selznick ...
... important , rather than to what the individual members and the plurality of groups in the environment consider important . Organizations are imperfect tools , but the powerful ones appear to do well enough for their masters . Selznick ...
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