Complex Organizations: A Critical EssayScott, Foresman, 1979 - 270 頁 |
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第 1 到 3 筆結果,共 72 筆
第 111 頁
... Behavior is a function of its consequences , runs the dictum . If you are rewarded for " emit- ting " a type of behavior , you will repeat it ; if the behavior is ignored or punished , the behavior will be " extinguished . " Rewards are ...
... Behavior is a function of its consequences , runs the dictum . If you are rewarded for " emit- ting " a type of behavior , you will repeat it ; if the behavior is ignored or punished , the behavior will be " extinguished . " Rewards are ...
第 135 頁
... behavior from the distant past that fitted this description ) would say , quite honestly , " Yes , he has always been like that . " Indeed , his behavior over the course of a few days or weeks or months probably will fluctuate far ...
... behavior from the distant past that fitted this description ) would say , quite honestly , " Yes , he has always been like that . " Indeed , his behavior over the course of a few days or weeks or months probably will fluctuate far ...
第 143 頁
... behavior . This control is so extensive that we can neglect individual behavior ( sup- posedly the real stuff of organizational life ) in all its multiplicity and variability and deal with group or subunit behavior . It calls for ...
... behavior . This control is so extensive that we can neglect individual behavior ( sup- posedly the real stuff of organizational life ) in all its multiplicity and variability and deal with group or subunit behavior . It calls for ...
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