Complex Organizations: A Critical EssayScott, Foresman, 1979 - 270 頁 |
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第 1 到 3 筆結果,共 9 筆
第 頁
... Chester I. Barnard . Copyright 1938 and 1968 by the President and Fellows of Harvard College . Copyright 1966 by Grace F. Noera Barnard . Reprinted by permission of Harvard University Press , publisher . From Chester I. Barnard ...
... Chester I. Barnard . Copyright 1938 and 1968 by the President and Fellows of Harvard College . Copyright 1966 by Grace F. Noera Barnard . Reprinted by permission of Harvard University Press , publisher . From Chester I. Barnard ...
第 70 頁
... Chester Barnard . BARNARD'S COMPANY TOWN 8 When Barnard was writing The Functions of the Executive ' in the late 1930s , there was hardly anything around to qualify as an academic theory of organizations in the United States . As Bendix ...
... Chester Barnard . BARNARD'S COMPANY TOWN 8 When Barnard was writing The Functions of the Executive ' in the late 1930s , there was hardly anything around to qualify as an academic theory of organizations in the United States . As Bendix ...
第 71 頁
... Barnard . It would not be much of an exaggeration to say that the field of organizational theory is dominated by Max Weber and Chester Barnard , each presenting different models , and that the followers of Barnard hold numerical ...
... Barnard . It would not be much of an exaggeration to say that the field of organizational theory is dominated by Max Weber and Chester Barnard , each presenting different models , and that the followers of Barnard hold numerical ...
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 ganizations give goals groups hierarchy hospital human relations important increase individual industry 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 relationship responsibility Review rewards routine rules selection Simon situation social society Sociology structure studies tasks theory things tion tool types units University values workers York