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 85 筆
第 101 頁
... leadership behavior upon human performance . The reasoning here is that if one can find out what makes a good leader ... leadership . ” The results of this quest , still going on , have been as disillusioning as the more simple attempt ...
... leadership behavior upon human performance . The reasoning here is that if one can find out what makes a good leader ... leadership . ” The results of this quest , still going on , have been as disillusioning as the more simple attempt ...
第 106 頁
... leadership styles . If the group situation is either highly favor- able or highly unfavorable for the leader , a task - oriented leader does best ; if it is in between , a leader skilled in interpersonal rela- tions is best . By a ...
... leadership styles . If the group situation is either highly favor- able or highly unfavorable for the leader , a task - oriented leader does best ; if it is in between , a leader skilled in interpersonal rela- tions is best . By a ...
第 190 頁
... leadership selecting certain interests to align with in order to achieve its ends . Instead , he sees a " failure of leadership " and the melancholy fate of idealism and abstract goals in organizations . His remedy in Leadership in ...
... leadership selecting certain interests to align with in order to achieve its ends . Instead , he sees a " failure of leadership " and the melancholy fate of idealism and abstract goals in organizations . His remedy in Leadership in ...
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