Complex Organizations: A Critical EssayScott, Foresman, 1979 - 270 頁 |
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第 1 到 3 筆結果,共 91 筆
第 91 頁
... groups of workers doing the same kinds of jobs , put them into separate rooms , and kept careful records of their ... groups they studied and the types of work the groups did . They ran the experiments again . The productivity of both ...
... groups of workers doing the same kinds of jobs , put them into separate rooms , and kept careful records of their ... groups they studied and the types of work the groups did . They ran the experiments again . The productivity of both ...
第 93 頁
... group had informally agreed to ; that some supervisors were rated as better leaders than others because they treated the employees decently ; and that there were cliques and informal groups . ( That these findings should be labeled ...
... group had informally agreed to ; that some supervisors were rated as better leaders than others because they treated the employees decently ; and that there were cliques and informal groups . ( That these findings should be labeled ...
第 106 頁
... groups than to those which " counteract " ( such as commit- tees that represent different viewpoints ) or those which require little member interdependence ( " co - acting " groups such as machine operators working side by side ) ...
... groups than to those which " counteract " ( such as commit- tees that represent different viewpoints ) or those which require little member interdependence ( " co - acting " groups such as machine operators working side by side ) ...
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