Complex Organizations: A Critical EssayScott, Foresman, 1979 - 270 頁 |
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第 1 到 3 筆結果,共 69 筆
第 27 頁
... tion requirements . This protects departmental autonomy and pro- vides scheduling benefits and staffing economies . To change these rules when the characteristics of students or advances of knowledge have changed may prove to be quite ...
... tion requirements . This protects departmental autonomy and pro- vides scheduling benefits and staffing economies . To change these rules when the characteristics of students or advances of knowledge have changed may prove to be quite ...
第 78 頁
... tion with the lower participants in an organization . When faced with such opposition , the answer is not to buy off the opponents with inducements of higher wages , nor to threaten them with loss of employment , nor to let them ...
... tion with the lower participants in an organization . When faced with such opposition , the answer is not to buy off the opponents with inducements of higher wages , nor to threaten them with loss of employment , nor to let them ...
第 149 頁
... tion , rules and regulations and standard programs , selection criteria for personnel , and so on - in short , in the structural aspects . Unobtrusive Control But March and Simon are not merely " structuralists " ; their view of ...
... tion , rules and regulations and standard programs , selection criteria for personnel , and so on - in short , in the structural aspects . Unobtrusive Control But March and Simon are not merely " structuralists " ; their view of ...
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