CLASSICS OF ORGANIZATION THEORY1978 |
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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 values come closest to those of the organization as a whole, they find it easiest to justify their bias. In systems in which the managers are the group most committed to goal activities ...
... activities. Since their interests and subsystem values come closest to those of the organization as a whole, they find it easiest to justify their bias. In systems in which the managers are the group most committed to goal activities ...
Página 166
... activities entail some reorganization of input. Some work gets done in the system. 3. THE OUTPUT Open systems export ... activities of the energy exchange has a cyclic character. The product exported into the environment furnishes the ...
... activities entail some reorganization of input. Some work gets done in the system. 3. THE OUTPUT Open systems export ... activities of the energy exchange has a cyclic character. The product exported into the environment furnishes the ...
Contenido
Of the Division of Labour | 4 |
3 General Principles of Management 23 | 23 |
Bureaucracy | 37 |
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 coordination decisions defined delegation democracy dramaturgy effective employees ence environment equifinality example firms formal organization func functional ganization goal model goals Henri Fayol hierarchy important increase individual industrial interaction interest involved Joan Woodward labor leadership loyalty Luther Gulick Mary Parker Follett means ment modern organization theory open systems operation organiza organizational output pattern performance personnel Plant F political principle problems production rational rela relevant responsibility role scalar scientific management shovel sion situation social system society specialists structure subordinates superior system theory Talcott Parsons technical theorists tion tional tive ture unit unity of command values vidual W. I. Thomas workers workmen York