Complex Organizations: A Critical EssayScott, Foresman, 1979 - 270 頁 |
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第 1 到 3 筆結果,共 80 筆
第 156 頁
... goal . Almost all definitions of organiza- tions make this assumption . Yet the goals pursued by organizations are multiple , and they are generally in conflict . As Richard Cyert and James March point out in a brilliant discussion ...
... goal . Almost all definitions of organiza- tions make this assumption . Yet the goals pursued by organizations are multiple , and they are generally in conflict . As Richard Cyert and James March point out in a brilliant discussion ...
第 157 頁
... goals are not in conflict in the short run ; for example , increased market share or sales volume may , but may not , conflict with profit goals . Pursuing different goals in sequence , or simultaneously , even if they are in short ...
... goals are not in conflict in the short run ; for example , increased market share or sales volume may , but may not , conflict with profit goals . Pursuing different goals in sequence , or simultaneously , even if they are in short ...
第 159 頁
... goal - setting process considerably . One key one is the budget . Rather than viewing the budget as a rational plan developed by the central authority to maximize the goals of the leader , they describe it as " an explicit elaboration ...
... goal - setting process considerably . One key one is the budget . Rather than viewing the budget as a rational plan developed by the central authority to maximize the goals of the leader , they describe it as " an explicit elaboration ...
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