Complex Organizations: A Critical EssayRandom House, 1986 - 307 頁 |
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第 1 到 3 筆結果,共 60 筆
第 3 頁
... position . 3. No extraorganizational prerogatives of the position ( such as taking dynamite , wallboard , etc. ) ; that is , the position is seen as belonging to the organization , not the person . The employee cannot use it for ...
... position . 3. No extraorganizational prerogatives of the position ( such as taking dynamite , wallboard , etc. ) ; that is , the position is seen as belonging to the organization , not the person . The employee cannot use it for ...
第 77 頁
... position of Barnard . The uncritical emphasis on communication as a manipulative device is maintained . The superiority of group over individual cognition and rationality is acclaimed , even while much human relations theory is ...
... position of Barnard . The uncritical emphasis on communication as a manipulative device is maintained . The superiority of group over individual cognition and rationality is acclaimed , even while much human relations theory is ...
第 92 頁
... position of the leader is not clearly established ( what Fiedler calls " low position power " ) , then attention to interpersonal relations will be wasted ; strong direction is needed . But if the situation is in between , then ...
... position of the leader is not clearly established ( what Fiedler calls " low position power " ) , then attention to interpersonal relations will be wasted ; strong direction is needed . But if the situation is in between , then ...
內容
WHY BUREAUCRACY? | 1 |
MANAGERIAL IDEOLOGIES AND THE ORIGINS OF | 49 |
THE HUMAN RELATIONS MODEL | 79 |
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