Complex Organizations: A Critical EssayScott, Foresman, 1979 - 270 頁 |
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第 1 到 3 筆結果,共 29 筆
第 49 頁
... routine change was made in procedure , and hierarchy and task specialization merged easily ; they were coterminous . The organization was set up to handle just such events . In the second example , the hierarchy took precedence over ...
... routine change was made in procedure , and hierarchy and task specialization merged easily ; they were coterminous . The organization was set up to handle just such events . In the second example , the hierarchy took precedence over ...
第 165 頁
... routine - non- routine distinction , the technological theories too often place a cari- cature of Weber in the former and the human relations model in the latter type of organization , and we have a replay of the old social ...
... routine - non- routine distinction , the technological theories too often place a cari- cature of Weber in the former and the human relations model in the latter type of organization , and we have a replay of the old social ...
第 171 頁
... routine pervades all organizations and thus makes a considerable degree of bureaucracy necessary even in the space ... routine in terms of the tasks of most of the salaried and hourly work force . They are neither so routine as to permit ...
... routine pervades all organizations and thus makes a considerable degree of bureaucracy necessary even in the space ... routine in terms of the tasks of most of the salaried and hourly work force . They are neither so routine as to permit ...
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