Complex Organizations: A Critical EssayScott, Foresman, 1979 - 270 頁 |
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第 1 到 3 筆結果,共 87 筆
第 50 頁
... examples , asserted Parsons . Unfortunately , his main example had little to do with or- ganizations , and his second example was something less than rele- vant . Since this is possibly the most important footnote in the history of ...
... examples , asserted Parsons . Unfortunately , his main example had little to do with or- ganizations , and his second example was something less than rele- vant . Since this is possibly the most important footnote in the history of ...
第 116 頁
... example , the first aspect listed is the nature of the underlying motives that are tapped in organizations . For the exploitative au- thoritarian system these are " physical security , economic security , and some use of the desire for ...
... example , the first aspect listed is the nature of the underlying motives that are tapped in organizations . For the exploitative au- thoritarian system these are " physical security , economic security , and some use of the desire for ...
第 117 頁
... example , that the company have no confidence and trust in subordinates , while System 4 indicates complete confidence and trust . Nor are the managers likely to prefer subservient and hostile attitudes toward superiors over cooperative ...
... example , that the company have no confidence and trust in subordinates , while System 4 indicates complete confidence and trust . Nor are the managers likely to prefer subservient and hostile attitudes toward superiors over cooperative ...
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