Classics of Organization TheoryJay M. Shafritz, Philip H. Whitbeck Moore Publishing Company, 1978 - 323 páginas This volume collects the most important works in organization theory, as written by the most influential authors in the field. These are the works of the "masters"-and, having withstood the test of time, the ideas presented by each of the works are commonly referenced in the study of organizational theory. This text is designed to help students learn about, understand, and appreciate key themes and perspectives in the field. The authors begin the text by describing what organization theory is, how it has developed, and how its development has coincided with developments in other fields. Each chapter focuses on one major perspective of organization theory, helping students absorb these concepts before moving onto new ones. |
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Página 141
... activities as functional . The more means assigned to the goal activities , the more effective the organization is expected to be . In terms of the goal model , the fact that an organization can become more effective by allocating less ...
... activities as functional . The more means assigned to the goal activities , the more effective the organization is expected to be . In terms of the goal model , the fact that an organization can become more effective by allocating less ...
Página 145
... activities . Since their interests and subsystem val- ues come closest to those of the organi- zation as a whole , they find it easiest to justify their bias . In systems in which the managers are the group most committed to goal ac ...
... activities . Since their interests and subsystem val- ues come closest to those of the organi- zation as a whole , they find it easiest to justify their bias . In systems in which the managers are the group most committed to goal ac ...
Página 183
... activities : ( 1 ) input activities , ( 2 ) technological activities , and ( 3 ) output activities . Since these are interdepend- ent , organizational rationality requires that they be appropriately geared to one another . The inputs ...
... activities : ( 1 ) input activities , ( 2 ) technological activities , and ( 3 ) output activities . Since these are interdepend- ent , organizational rationality requires that they be appropriately geared to one another . The inputs ...
Contenido
Of the Division of Labour | 4 |
The Principles of Scientific Management 1916 | 9 |
General Principles of Management 1919 | 23 |
Derechos de autor | |
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Términos y frases comunes
achieve action activities administrative analysis approach authority behavior bureaucratic cial communication complex concept concern conflict decisions defined delegation dramaturgical effective employees ence environment equifinality example firms formal organizations func functional ganization goal model hierarchy human important increase individual industrial informal input interaction interest involved Joan Woodward labor leadership less loyalty Luther Gulick means ment neoclassical Northcote Parkinson open systems operation organiza organization theory organizational orientation output Parkinson's Law pattern performance personnel Plant F political principle problems production rational rela relations relationships relevant responsibility role scalar scientific management sions situation social system society specialists staff structure subordinates superior system theory Talcott Parsons task technical tion tional tive ture unit values vidual W. I. Thomas workers workmen York