Complex Organizations: A Critical EssayScott, Foresman, 1979 - 270 頁 L'auteur décrit la composition des nouvelles organisations de l'administration publique et le défis de leur gestion. |
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第 1 到 3 筆結果,共 64 筆
第 74 頁
... 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 worried about ...
... 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 worried about ...
第 76 頁
... individuals . Organizations are rational , individuals are not . Or , in Barnard's terms , logicality emerges from the interac- tion of organizational personalities or the field of forces given off by people . Persons themselves , or ...
... individuals . Organizations are rational , individuals are not . Or , in Barnard's terms , logicality emerges from the interac- tion of organizational personalities or the field of forces given off by people . Persons themselves , or ...
第 142 頁
... individual . Instead , the individual has his decisions made " subject to the influences of the organization group in which he partici- pates . " This is done , Simon says , through the division of labor , standard practices , the ...
... individual . Instead , the individual has his decisions made " subject to the influences of the organization group in which he partici- pates . " This is done , Simon says , through the division of labor , standard practices , the ...
內容
WHY BUREAUCRACY? | 1 |
MANAGERIAL IDEOLOGIES AND THE ORIGINS | 58 |
THE HUMAN RELATIONS MODEL | 90 |
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Administrative Science Quarterly agencies American analysis appear aspects associated authority Barnard basic behavior bureaucracy chapter Company complex concerned cooperation costs course criticism deal decisions departments direct discussion economic effect employees environment example executive exist firm force Free function give goals groups hierarchy hospital human relations important increase individual industry influence institutional interests John kinds leaders leadership less levels major March matter means morale nature operating organizational organizations performance person personnel plant political position Press problem productivity professionals programs question rational records regarding relationship responsibility Review routine rules selection Simon situation social society Sociology structure studies tasks theory things tion tool types units University values workers York