Complex Organizations: A Critical EssayScott, Foresman, 1979 - 270 頁 |
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第 1 到 3 筆結果,共 32 筆
第 13 頁
... tools . Particularism is one means of gaining or maintaining control over the tool . A tool is something you can get something done with . It is a resource if you control it . It gives you power that others do not have . Organizations ...
... tools . Particularism is one means of gaining or maintaining control over the tool . A tool is something you can get something done with . It is a resource if you control it . It gives you power that others do not have . Organizations ...
第 45 頁
... tool - life check ; they are a big customer and are quite particular about these things . But the main problem is that there are some touchy negotiations going on with that company . I am not affected by them ; they concern stainless ...
... tool - life check ; they are a big customer and are quite particular about these things . But the main problem is that there are some touchy negotiations going on with that company . I am not affected by them ; they concern stainless ...
第 63 頁
... tool with the " human machine " and found the latter regretfully lacking . The machine tool was " never obstinate , perverse , discour- aged , " and if something went wrong it could be corrected . " If the human machine could be ...
... tool with the " human machine " and found the latter regretfully lacking . The machine tool was " never obstinate , perverse , discour- aged , " and if something went wrong it could be corrected . " If the human machine could be ...
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