Management in Perspective: Selected ReadingsHoughton Mifflin, 1965 - 636 páginas |
Dentro del libro
Resultados 1-3 de 88
Página 254
... human relationships by reducing uncertainty regarding the nature of the system's structure and the human roles which are inherent in it . Corollary to this point , organization enhances the predictability of human action , because it ...
... human relationships by reducing uncertainty regarding the nature of the system's structure and the human roles which are inherent in it . Corollary to this point , organization enhances the predictability of human action , because it ...
Página 257
... human relationists demonstrate how the pillars of the classical doctrine are affected by the impact of human actions . Further , the neoclassical approach includes a systematic treatment of the informal organization , showing its ...
... human relationists demonstrate how the pillars of the classical doctrine are affected by the impact of human actions . Further , the neoclassical approach includes a systematic treatment of the informal organization , showing its ...
Página 262
... human organizations.30 This con- cept is still vitally important . But unfortunately some work in the field . of human relations undertaken by the neoclassicists has overlooked , or perhaps discounted , the significance of this ...
... human organizations.30 This con- cept is still vitally important . But unfortunately some work in the field . of human relations undertaken by the neoclassicists has overlooked , or perhaps discounted , the significance of this ...
Contenido
Nature of Management | 3 |
The Principles of Scientific Management | 19 |
The Psychological Transition From Management Scientist | 34 |
Derechos de autor | |
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Términos y frases comunes
achievement action activities administration alternatives analysis applied approach areas authority behavior cabal chief executive clique company's competition complete concept conglomerate mergers corporate cost Critical Path Method decision decision problems decision theory decision-making economic effective employees evaluation example expected value factors firm forecast formal functions game theory goals growth H. K. Porter high n human important increase individual industry integrated inventory involved job enlargement leader leadership linear programing managerial manpower mathematical measure ment mergers minimax modern organization theory needs norms objectives operating optimum organizational performance personnel planning position possible problem product business profit profit maximization relations relationships role scientific scientific management situation social responsibility society solution span specific staff strategy structure subordinate success supervisor system theory tion top management variables workers