Complex Organizations: A Critical EssayScott, Foresman, 1979 - 270 頁 |
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第 1 到 3 筆結果,共 22 筆
第 165 頁
... bureaucratic model ( apparently so as to increase his control by requiring that everything come to him for review ) , and people experienced much uncertainty in what would normally be routine tasks.48 There is also disagreement at ...
... bureaucratic model ( apparently so as to increase his control by requiring that everything come to him for review ) , and people experienced much uncertainty in what would normally be routine tasks.48 There is also disagreement at ...
第 171 頁
... model , afforded by the work of March and Simon , among others , and further extended by the development of the technologi- cal school , that makes it possible to see the problem in this ... bureaucratic model The Neo - Weberian Model 171.
... model , afforded by the work of March and Simon , among others , and further extended by the development of the technologi- cal school , that makes it possible to see the problem in this ... bureaucratic model The Neo - Weberian Model 171.
第 172 頁
A Critical Essay Charles Perrow. SUMMARY This chapter has sought to bring the bureaucratic model up - to - date . It does not contradict the description we gave in the first chapter , but it has sought to lay out more systematically some ...
A Critical Essay Charles Perrow. SUMMARY This chapter has sought to bring the bureaucratic model up - to - date . It does not contradict the description we gave in the first chapter , but it has sought to lay out more systematically some ...
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