Complex Organizations: A Critical EssayScott, Foresman, 1979 - 270 頁 |
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第 1 到 3 筆結果,共 86 筆
第 24 頁
... complex ones in various sizes , shapes , and colors and with a lot of custom - made attributes , this would eliminate the need for a lot of rules . As these comments suggest , we might not care for organiza- tions that eliminate the ...
... complex ones in various sizes , shapes , and colors and with a lot of custom - made attributes , this would eliminate the need for a lot of rules . As these comments suggest , we might not care for organiza- tions that eliminate the ...
第 160 頁
... complex organizations as being alike . We have done so because most of the theoretical schools have done so . Weber would , of course , admit that organi- zations are only more or less bureaucratized , since he saw it as an irregular ...
... complex organizations as being alike . We have done so because most of the theoretical schools have done so . Weber would , of course , admit that organi- zations are only more or less bureaucratized , since he saw it as an irregular ...
第 246 頁
... complex mathematical structures . And we ignore the obvious fact that postindustrial society creates vast new forms of certainty , which organizations may obtain by the mere process of conformity to environmental specifications ...
... complex mathematical structures . And we ignore the obvious fact that postindustrial society creates vast new forms of certainty , which organizations may obtain by the mere process of conformity to environmental specifications ...
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