Complex Organizations: A Critical EssayScott, Foresman, 1979 - 270 頁 |
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第 1 到 3 筆結果,共 44 筆
第 11 頁
... firm favors members of a certain fraternal organiza- tion when it hires and promotes its managers . On the face of it , this sounds particularistic . Upon closer examination , though , one might well find that the manufacturing ...
... firm favors members of a certain fraternal organiza- tion when it hires and promotes its managers . On the face of it , this sounds particularistic . Upon closer examination , though , one might well find that the manufacturing ...
第 22 頁
... firm A , firm A can sue firm B on the grounds that the man took specific knowledge with him and gave it to the second firm . The man and his subordinates need not go to another estab- lished firm , taking with them the fruit of years of ...
... firm A , firm A can sue firm B on the grounds that the man took specific knowledge with him and gave it to the second firm . The man and his subordinates need not go to another estab- lished firm , taking with them the fruit of years of ...
第 211 頁
... firm concen- tration ratio also stabilized ( though not yet the four firm ratio ) . The market became sluggish , however , as the early stars died , were forced into retirement because of legal problems , or in the notable case of Elvis ...
... firm concen- tration ratio also stabilized ( though not yet the four firm ratio ) . The market became sluggish , however , as the early stars died , were forced into retirement because of legal problems , or in the notable case of Elvis ...
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