Complex Organizations: A Critical EssayRandom House, 1986 - 307 頁 |
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第 1 到 3 筆結果,共 54 筆
第 21 頁
... matters are complex , it is not possible to allow personnel to " do their own thing , " no matter how much we might prefer that . And every time variability in handling personnel is introduced by these complexities , rules are required ...
... matters are complex , it is not possible to allow personnel to " do their own thing , " no matter how much we might prefer that . And every time variability in handling personnel is introduced by these complexities , rules are required ...
第 27 頁
... matter on to the chairman . The chairman might wish to consult with the departmental executive committee to be on " solid ground " before proceeding . The departmental chairman would then take it up with one of the appropriate assistant ...
... matter on to the chairman . The chairman might wish to consult with the departmental executive committee to be on " solid ground " before proceeding . The departmental chairman would then take it up with one of the appropriate assistant ...
第 260 頁
... matter how much it may be violated in practice ; the violations themselves reflect the constraints of the formal struc- ture . Imperative coordination is achieved primarily through direct controls ( orders , associated with hierarchy ) ...
... matter how much it may be violated in practice ; the violations themselves reflect the constraints of the formal struc- ture . Imperative coordination is achieved primarily through direct controls ( orders , associated with hierarchy ) ...
內容
WHY BUREAUCRACY? | 1 |
MANAGERIAL IDEOLOGIES AND THE ORIGINS OF | 49 |
THE HUMAN RELATIONS MODEL | 79 |
著作權所有 | |
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