Complex Organizations: A Critical EssayScott, Foresman, 1979 - 270 頁 |
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第 1 到 3 筆結果,共 44 筆
第 91 頁
... productivity . One group ( the test group ) had the intensity of its lighting increased . Its productivity went up . For the other group ( the control group ) , there was no change in lighting . But , to the amazement of the researchers ...
... productivity . One group ( the test group ) had the intensity of its lighting increased . Its productivity went up . For the other group ( the control group ) , there was no change in lighting . But , to the amazement of the researchers ...
第 98 頁
... productivity . The second , more sophisticated , branch is concerned with the structuring of groups , and it builds on the premises of the first but applies them to the organization as a whole . LEADERSHIP AND PRODUCTIVITY MODELS The ...
... productivity . The second , more sophisticated , branch is concerned with the structuring of groups , and it builds on the premises of the first but applies them to the organization as a whole . LEADERSHIP AND PRODUCTIVITY MODELS The ...
第 100 頁
... productivity ) . If there is such a low relation- ship , it would hardly behoove managers to try to increase the work satisfaction and morale of workers , except to reduce turnover and absenteeism . But the matter has not rested there ...
... productivity ) . If there is such a low relation- ship , it would hardly behoove managers to try to increase the work satisfaction and morale of workers , except to reduce turnover and absenteeism . But the matter has not rested there ...
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