Complex Organizations: A Critical EssayScott, Foresman, 1979 - 270 頁 |
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第 1 到 3 筆結果,共 90 筆
第 53 頁
... problem or product is misleading . Many of the studies of scientists in industry , however , did deal with actual industrial organizations with a common problem focus rather than with universitylike basic research labs . They revealed ...
... problem or product is misleading . Many of the studies of scientists in industry , however , did deal with actual industrial organizations with a common problem focus rather than with universitylike basic research labs . They revealed ...
第 74 頁
... problem with the output of organizations ; they must be moral institutions . The Organization and the Individual There are a number of thorny problems with Barnard's view . First , if the emphasis is upon the collectivity - the ...
... problem with the output of organizations ; they must be moral institutions . The Organization and the Individual There are a number of thorny problems with Barnard's view . First , if the emphasis is upon the collectivity - the ...
第 170 頁
... problem at hand - for example , designing a new steel , as we described in Chapter 1. Once the problem is solved , the group dissolves and new groups are formed around new problems . Bureaucracy , with its hierarchy , rules , routine ...
... problem at hand - for example , designing a new steel , as we described in Chapter 1. Once the problem is solved , the group dissolves and new groups are formed around new problems . Bureaucracy , with its hierarchy , rules , routine ...
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