Complex Organizations: A Critical Essay |
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第 1 到 3 筆結果,共 47 筆
第 74 頁
The Organization and the Individual There are a number of thorny problems with
Barnard's view. First, if the emphasis is upon the collectivity — the organization or
the cooperative system — how does one handle the individual? Barnard was ...
The Organization and the Individual There are a number of thorny problems with
Barnard's view. First, if the emphasis is upon the collectivity — the organization or
the cooperative system — how does one handle the individual? Barnard was ...
第 76 頁
The consequences of extolling the organization over the person are clear when
we examine Barnard's insistence that organizations are superior to individuals.
Organizations are rational, individuals are not. Or, in Barnard's terms, logicality ...
The consequences of extolling the organization over the person are clear when
we examine Barnard's insistence that organizations are superior to individuals.
Organizations are rational, individuals are not. Or, in Barnard's terms, logicality ...
第 142 頁
Simon's man is intendedly rational, but participation in the organization does not
produce a more rational or superior man, nor does it produce an organizationally
induced increment of rationality in the individual. Instead, the individual has his ...
Simon's man is intendedly rational, but participation in the organization does not
produce a more rational or superior man, nor does it produce an organizationally
induced increment of rationality in the individual. Instead, the individual has his ...
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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