Complex Organizations: A Critical EssayScott, Foresman, 1979 - 270 頁 |
搜尋書籍內容
第 1 到 3 筆結果,共 11 筆
第 166 頁
... nonroutine while middle management is routine ; the reverse could also hold . Furthermore , while something like research and development is always likely to be more nonroutine than produc- tion , there may be large degrees of ...
... nonroutine while middle management is routine ; the reverse could also hold . Furthermore , while something like research and development is always likely to be more nonroutine than produc- tion , there may be large degrees of ...
第 168 頁
... nonroutine , " organic , " decentralized , professionalized , and democratic organizations designed to withstand extremely rapid technological and environmental changes . This school of thought takes very seriously the technological ...
... nonroutine , " organic , " decentralized , professionalized , and democratic organizations designed to withstand extremely rapid technological and environmental changes . This school of thought takes very seriously the technological ...
第 172 頁
... nonroutine work as if it were routine , or routine work as if it were nonroutine . In people - changing organizations , he may define the way the raw material is to be perceived , and thus select the technology . 65 But in the long run ...
... nonroutine work as if it were routine , or routine work as if it were nonroutine . In people - changing organizations , he may define the way the raw material is to be perceived , and thus select the technology . 65 But in the long run ...
內容
WHY BUREAUCRACY? | 1 |
MANAGERIAL IDEOLOGIES AND THE ORIGINS | 58 |
THE HUMAN RELATIONS MODEL | 90 |
著作權所有 | |
5 個其他區段未顯示
其他版本 - 查看全部
常見字詞
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