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 53
... less and less able to encompass it and main- tain intimate knowledge and facility . over the entire area , and there will thus arise a more minute specialization be- cause knowledge and skill advance while man stands still . Division of ...
... less and less able to encompass it and main- tain intimate knowledge and facility . over the entire area , and there will thus arise a more minute specialization be- cause knowledge and skill advance while man stands still . Division of ...
Página 235
... Less differentiation except in goal orientation Somewhat less effective Confrontation , but also " smoothing over " and avoidance ; rather restricted communication pattern Efficient , stable production ; but less successful in improv ...
... Less differentiation except in goal orientation Somewhat less effective Confrontation , but also " smoothing over " and avoidance ; rather restricted communication pattern Efficient , stable production ; but less successful in improv ...
Página 236
... less differentiation between goals , since the functional specialists to a degree shared the prod- uct goals . Obviously , one danger in this form of organization is the potential at- traction of specialist managers to total goals to ...
... less differentiation between goals , since the functional specialists to a degree shared the prod- uct goals . Obviously , one danger in this form of organization is the potential at- traction of specialist managers to total goals to ...
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