Complex Organizations: A Critical EssayScott, Foresman, 1979 - 270 頁 |
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第 1 到 3 筆結果,共 51 筆
第 42 頁
... HIERARCHY Perhaps the most common criticism of hierarchy ( and related as- pects of bureaucratization , such as the emphasis upon rules ) results from the failure to attribute to hierarchy the successes that it enjoys . If things are ...
... HIERARCHY Perhaps the most common criticism of hierarchy ( and related as- pects of bureaucratization , such as the emphasis upon rules ) results from the failure to attribute to hierarchy the successes that it enjoys . If things are ...
第 47 頁
... hierarchy was crucial because it identified knowledge sources and decision powers , the participants would never think to praise its existence . Most of the times that it serves its function , it is unnoticed . Example B : Hierarchy Let ...
... hierarchy was crucial because it identified knowledge sources and decision powers , the participants would never think to praise its existence . Most of the times that it serves its function , it is unnoticed . Example B : Hierarchy Let ...
第 49 頁
... hierarchy than the members of the task force , and in most cases they are made by people considerably lower - e.g . , the foreman of the 10 - inch rolling mill , whom we met before , is brought into the matter , and he tells the melters ...
... hierarchy than the members of the task force , and in most cases they are made by people considerably lower - e.g . , the foreman of the 10 - inch rolling mill , whom we met before , is brought into the matter , and he tells the melters ...
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