Complex Organizations: A Critical EssayScott, Foresman, 1979 - 270 頁 |
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第 1 到 3 筆結果,共 20 筆
第 115 頁
... Likert model also rests simply upon a contrast between the exploitative and authoritative and the " participative management " models , with intermediate points.49 However , it is more complex than McGregor's model since it specifies ...
... Likert model also rests simply upon a contrast between the exploitative and authoritative and the " participative management " models , with intermediate points.49 However , it is more complex than McGregor's model since it specifies ...
第 118 頁
... Likert is not alone here , by any means ; most human relations theorists erect a bureaucratic monster and tilt furiously at it . Another striking thing about the Likert table is that where these questions have been asked of groups of ...
... Likert is not alone here , by any means ; most human relations theorists erect a bureaucratic monster and tilt furiously at it . Another striking thing about the Likert table is that where these questions have been asked of groups of ...
第 122 頁
... Likert to measure performance played in producing his high relationships . 73 More important , however , is the nature of the sample . Assum- ing that all the relationships that Likert found were accurate , we still might wonder if the ...
... Likert to measure performance played in producing his high relationships . 73 More important , however , is the nature of the sample . Assum- ing that all the relationships that Likert found were accurate , we still might wonder if 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 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