Complex Organizations: A Critical Essay |
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第 91 頁
As we have seen, AT&T management was progressive for its time, and it was
looking for ways to increase productivity among the workers. Strong reliance
upon simply speeding up the production lines and changing piecework rates was
to ...
As we have seen, AT&T management was progressive for its time, and it was
looking for ways to increase productivity among the workers. Strong reliance
upon simply speeding up the production lines and changing piecework rates was
to ...
第 100 頁
If there is such a low relationship, it would hardly behoove managers to try to
increase the work satisfaction and morale of workers, except to reduce turnover
and absenteeism. But the matter has not rested there. Lawler and Porter looked
over ...
If there is such a low relationship, it would hardly behoove managers to try to
increase the work satisfaction and morale of workers, except to reduce turnover
and absenteeism. But the matter has not rested there. Lawler and Porter looked
over ...
第 127 頁
through industrial engineering techniques. Next in order of importance,
contributing a 5 percent increase in productivity, was the "weeding out" of low
earners. The training of supervisors and staff in interpersonal relations also
contributed ...
through industrial engineering techniques. Next in order of importance,
contributing a 5 percent increase in productivity, was the "weeding out" of low
earners. The training of supervisors and staff in interpersonal relations also
contributed ...
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內容
WHY BUREAUCRACY? | 1 |
MANAGERIAL IDEOLOGIES AND THE ORIGINS | 58 |
THE HUMAN RELATIONS MODEL | 90 |
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Administrative Science Quarterly agencies AUTHORITY IN INDUSTRY Barnard basic behavior bureaucracy bureaucratic model chapter Charles Perrow complex concepts conflict contingency theory cooperation costs course criticism decisions economic effect Elton Mayo employees environment example executive firm function ganizations goals groups Herbert Simon hierarchy hospital human relations human relations movement IDEOLOGIES OF MANAGEMENT important increase individual interests labor large number leaders leadership levels Likert major March and Simon Marshall Meyer Max Weber ment morale nonroutine Organizational Analysis organizational theory organizations output person personnel Peter Blau Philip Selznick plant political position problem productivity professionals programs rational Reinhard Bendix relationship role routine rules scientists Selznick social Social Darwinism society Sociology structure studies subordinates superior Talcott Parsons tasks theorists things tion tional tive tool University Weber Westwood Wilfred Brown workers York