Management in Perspective: Selected ReadingsHoughton Mifflin, 1965 - 636 páginas |
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Página 254
... tion which transcends its established patterns.3 Few segments of society have engaged in organizing more intensively than business . The reason is clear . Business depends on what organiza- tion offers . Business needs a system of ...
... tion which transcends its established patterns.3 Few segments of society have engaged in organizing more intensively than business . The reason is clear . Business depends on what organiza- tion offers . Business needs a system of ...
Página 267
... tion , and at what points ? And as a corollary : how accessible is this infor- mation to decision - making centers ? Third , how conscious is the organiza- tion of the operation of its own parts ? That is , to what extent do the policy ...
... tion , and at what points ? And as a corollary : how accessible is this infor- mation to decision - making centers ? Third , how conscious is the organiza- tion of the operation of its own parts ? That is , to what extent do the policy ...
Página 411
... tion of the systems concept is established . AN ILLUSTRATIVE MODEL OF THE SYSTEMS CONCEPT Traditionally , business firms have not been structured to utilize the systems concept . In adjusting the typical business structure to fit within ...
... tion of the systems concept is established . AN ILLUSTRATIVE MODEL OF THE SYSTEMS CONCEPT Traditionally , business firms have not been structured to utilize the systems concept . In adjusting the typical business structure to fit within ...
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