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 112
... behavior [ 3.7 : 3.9 ] . The rigidity of behavior has three major consequences . First , it substan- tially satisfies the original demands for reliability [ 3.2 : 3.7 ] . Thus , it meets an important maintenance need of the sys- tem ...
... behavior [ 3.7 : 3.9 ] . The rigidity of behavior has three major consequences . First , it substan- tially satisfies the original demands for reliability [ 3.2 : 3.7 ] . Thus , it meets an important maintenance need of the sys- tem ...
Página 124
... behavior , " action , or change , and this behavior is considered to be related in some way to the environment of the individual — that is , with other individuals with which it comes into contact or into some rela- tionship . Each ...
... behavior , " action , or change , and this behavior is considered to be related in some way to the environment of the individual — that is , with other individuals with which it comes into contact or into some rela- tionship . Each ...
Página 318
... behavior can best be changed by rewarding ap- proved behavior rather than by punish- ing disapproved behavior . They were finding that although leadership may be centralized , it can function best through indirect and unobstrusive means ...
... behavior can best be changed by rewarding ap- proved behavior rather than by punish- ing disapproved behavior . They were finding that although leadership may be centralized , it can function best through indirect and unobstrusive means ...
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