Complex Organizations: A Critical EssayScott, Foresman, 1979 - 270 頁 |
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第 1 到 3 筆結果,共 42 筆
第 75 頁
... person- ality is all - pervasive for the person acting as a member of an or- ganization . For the five men moving a stone , he notes , it is not important what this means to each man personally once they have agreed to cooperate ; what ...
... person- ality is all - pervasive for the person acting as a member of an or- ganization . For the five men moving a stone , he notes , it is not important what this means to each man personally once they have agreed to cooperate ; what ...
第 76 頁
... persons , " 19 which is Barnard's definition of a formal organization . This allows him to speak contemptuously of ... person are clear when we examine Barnard's insistence that organizations are superior to individuals . Organizations ...
... persons , " 19 which is Barnard's definition of a formal organization . This allows him to speak contemptuously of ... person are clear when we examine Barnard's insistence that organizations are superior to individuals . Organizations ...
第 81 頁
... person above him . If a subordinate does not accept the legiti- macy of an order , the person giving it has no authority . 31 The idea is an old one , probably extending back to the Greeks . Barnard himself quotes Roberto Michels , a ...
... person above him . If a subordinate does not accept the legiti- macy of an order , the person giving it has no authority . 31 The idea is an old one , probably extending back to the Greeks . Barnard himself quotes Roberto Michels , a ...
內容
WHY BUREAUCRACY? | 1 |
MANAGERIAL IDEOLOGIES AND THE ORIGINS | 58 |
THE HUMAN RELATIONS MODEL | 90 |
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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