Complex Organizations: A Critical EssayScott, Foresman, 1979 - 270 頁 |
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第 1 到 3 筆結果,共 66 筆
第 211 頁
... environment shaping the organization starting about 1955. Before that , the organization more or less controlled the environment . But the organization seeks to control its environment , not to be con- trolled by it . In the 1970s the ...
... environment shaping the organization starting about 1955. Before that , the organization more or less controlled the environment . But the organization seeks to control its environment , not to be con- trolled by it . In the 1970s the ...
第 238 頁
... environment seriously , we were tempted to think of the environment as a more or less un- analyzed thing that could act . The language of this school of thought is decisively anthropomorphic : environments act , organizations re- spond ...
... environment seriously , we were tempted to think of the environment as a more or less un- analyzed thing that could act . The language of this school of thought is decisively anthropomorphic : environments act , organizations re- spond ...
第 243 頁
... environment " in terms of specific groups and interests , political and economic power , choices and decisions that are manmade and could have easily been differ- ent . The first statement - I was fired today by the environment ...
... environment " in terms of specific groups and interests , political and economic power , choices and decisions that are manmade and could have easily been differ- ent . The first statement - I was fired today by the environment ...
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