Complex Organizations: A Critical EssayScott, Foresman, 1979 - 270 頁 |
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第 1 到 3 筆結果,共 56 筆
第 67 頁
... workers . The next major change in the ideologies of management was to assert the basic identity of the nature of management and workers , even though the one , naturally , had developed some aspects of his nature more fully than the ...
... workers . The next major change in the ideologies of management was to assert the basic identity of the nature of management and workers , even though the one , naturally , had developed some aspects of his nature more fully than the ...
第 93 頁
... worker's " sentiments . " It also led to the dis- covery that workers restricted output and penalized those who pro- duced more than the group had informally agreed to ; that some supervisors were rated as better leaders than others ...
... worker's " sentiments . " It also led to the dis- covery that workers restricted output and penalized those who pro- duced more than the group had informally agreed to ; that some supervisors were rated as better leaders than others ...
第 95 頁
... workers , the progressive rationalization and depersonalization of industrial technology , the insecurity for workers of violent business cycles , and the unequal power of the two groups . That such conflicts of interests and ...
... workers , the progressive rationalization and depersonalization of industrial technology , the insecurity for workers of violent business cycles , and the unequal power of the two groups . That such conflicts of interests and ...
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