Complex Organizations: A Critical EssayScott, Foresman, 1979 - 270 頁 |
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第 1 到 3 筆結果,共 51 筆
第 4 頁
... position ; 3. No extraorganizational prerogatives of the position ( such as taking dynamite , wallboard , etc. ) ; that is , the position was seen to belong to the organization , not to the person . The employee could not use it for his ...
... position ; 3. No extraorganizational prerogatives of the position ( such as taking dynamite , wallboard , etc. ) ; that is , the position was seen to belong to the organization , not to the person . The employee could not use it for his ...
第 75 頁
... position to hold , and even though Barnard does maintain it throughout the book , he is forced to distinguish between the organizational aspects of people and the personal as- pects . He suggests " that every participant in an ...
... position to hold , and even though Barnard does maintain it throughout the book , he is forced to distinguish between the organizational aspects of people and the personal as- pects . He suggests " that every participant in an ...
第 106 頁
... position of the leader is not clearly established ( what Fiedler calls low position power ) , then attention to interpersonal relations will be wasted ; what is needed is strong direction . But if the situation is in between , then ...
... position of the leader is not clearly established ( what Fiedler calls low position power ) , then attention to interpersonal relations will be wasted ; what is needed is strong direction . But if the situation is in between , then ...
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