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 208
... task of the concern ; ( b ) the " realistic " nature of the indi- vidual task , which is seen as set by the total situation of the concern ; ( c ) the adjustment and continual re- definition of individual tasks through in- teraction ...
... task of the concern ; ( b ) the " realistic " nature of the indi- vidual task , which is seen as set by the total situation of the concern ; ( c ) the adjustment and continual re- definition of individual tasks through in- teraction ...
Página 236
... task confronting the organization . Is it a routine , repetitive task ? Is it one where integration can be achieved by plan and conflict managed through the hierarchy ? This was the way the task was implicity defined at Plant F. If this ...
... task confronting the organization . Is it a routine , repetitive task ? Is it one where integration can be achieved by plan and conflict managed through the hierarchy ? This was the way the task was implicity defined at Plant F. If this ...
Página 315
... tasks , submission to au- thority , specialization of task , segrega- tion of task sequence , ignorance of the goals of the firm , centralized decision making , and so on . If these were bad for groups , they were likely to be bad for ...
... tasks , submission to au- thority , specialization of task , segrega- tion of task sequence , ignorance of the goals of the firm , centralized decision making , and so on . If these were bad for groups , they were likely to be bad for ...
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