Complex Organizations: A Critical Essay |
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第 1 到 3 筆結果,共 45 筆
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 98 頁
The first is concerned with morale, leadership, and productivity. The second,
more sophisticated, branch is concerned with the structuring of groups, and it
builds on the premises of the first but applies them to the organization as a whole.
The first is concerned with morale, leadership, and productivity. The second,
more sophisticated, branch is concerned with the structuring of groups, and it
builds on the premises of the first but applies them to the organization as a whole.
第 100 頁
very low, explaining only about 2 percent of the relationship between satisfaction
and productivity). 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
...
very low, explaining only about 2 percent of the relationship between satisfaction
and productivity). 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
...
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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