Complex Organizations: A Critical EssayScott, Foresman, 1979 - 270 頁 |
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第 1 到 3 筆結果,共 23 筆
第 頁
... tive , and the organization as the product of its environment . ( Euro- pean reviewers highlighted the tool view . ) I have tried to sharpen this key point in several places . But at the same time I now see it as qualified by the notion ...
... tive , and the organization as the product of its environment . ( Euro- pean reviewers highlighted the tool view . ) I have tried to sharpen this key point in several places . But at the same time I now see it as qualified by the notion ...
第 58 頁
... Behavior , 3rd ed . ( New York : The Free Press , 1976 ) . tive time on established routine functions and instead to deal 58 MANAGERIAL IDEOLOGIES AND THE ORIGINS OF THE HUMAN RELATIONS MOVEMENT Classical Management Theory.
... Behavior , 3rd ed . ( New York : The Free Press , 1976 ) . tive time on established routine functions and instead to deal 58 MANAGERIAL IDEOLOGIES AND THE ORIGINS OF THE HUMAN RELATIONS MOVEMENT Classical Management Theory.
第 89 頁
... tives have little place in this ( or any other ) current organizational theory , though no one takes the extreme position of Barnard . The uncritical emphasis upon communication as a manipulative device is maintained . The superiority ...
... tives have little place in this ( or any other ) current organizational theory , though no one takes the extreme position of Barnard . The uncritical emphasis upon communication as a manipulative device is maintained . The superiority ...
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