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 52 筆
第 23 頁
... rules . If one attempts to change one rule , he immediately runs into the problem that half a dozen other rules are connected to it ; to change these , a geometric proportion of additional rules will be affected , and so on . While it ...
... rules . If one attempts to change one rule , he immediately runs into the problem that half a dozen other rules are connected to it ; to change these , a geometric proportion of additional rules will be affected , and so on . While it ...
第 24 頁
... rules . As these comments suggest , we might not care for organiza- tions that eliminate the need for rules - they would be rather dull , mechanized , inflexible things . Rules are needed in organizations when complexity increases due ...
... rules . As these comments suggest , we might not care for organiza- tions that eliminate the need for rules - they would be rather dull , mechanized , inflexible things . Rules are needed in organizations when complexity increases due ...
第 28 頁
... rules protect interests and groups are interdependent , changing the rules is difficult . Rules are like an invisible skein which bundles together all the technological and social aspects of organizations . As such , rules stem from ...
... rules protect interests and groups are interdependent , changing the rules is difficult . Rules are like an invisible skein which bundles together all the technological and social aspects of organizations . As such , rules stem from ...
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