Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
Dentro del libro
Resultados 1-3 de 59
Página 160
... achieve them . • The methods and procedures used by the organization and its subunits to achieve the agreed - upon objectives must be developed and adopted in such a way that the members are highly motivated to use these methods to ...
... achieve them . • The methods and procedures used by the organization and its subunits to achieve the agreed - upon objectives must be developed and adopted in such a way that the members are highly motivated to use these methods to ...
Página 213
... achieving these ends from behavior that is illegitimate . Finally , aside from the norms to which everybody is expected to ... achieve valued objectives , their patterns of behavior become so- cially organized . In contrast to the social ...
... achieving these ends from behavior that is illegitimate . Finally , aside from the norms to which everybody is expected to ... achieve valued objectives , their patterns of behavior become so- cially organized . In contrast to the social ...
Página 302
... achieving certain goals . " And C. Argyris , Understanding Or- ganizational Behavior ( Homewood : Dorsey , 1960 ) hypothesizes , at pp . 10-11 , " that or- ganizations are intricate human strategies de- signed to achieve certain ...
... achieving certain goals . " And C. Argyris , Understanding Or- ganizational Behavior ( Homewood : Dorsey , 1960 ) hypothesizes , at pp . 10-11 , " that or- ganizations are intricate human strategies de- signed to achieve certain ...
Contenido
Introduction | 1 |
The Principles of Scientific Management 1916 | 9 |
General Principles of Management 1919 | 23 |
Derechos de autor | |
Otras 30 secciones no mostradas
Términos y frases comunes
achieve action activities administrative analysis approach authority become behavior called closed communication complex concept concern considered deal decisions defined demands depend determine direct discussion effective elements employed employees environment example executive exist fact field firms formal functional ganization given goals human important increase individual industrial influence interest involved kind knowledge less limits means ment methods nature objectives operation organization organizational pattern performance Plant political position possible present principle problems production question rational reference relations responsibility role rules situation social society sources specialists staff structure subordinates success suggest superior task technical tend theory thing tion tional unit University values whole York