Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
Dentro del libro
Resultados 1-3 de 72
Página 89
... action taken in the light of a given policy will not be placed in continuous jeopardy . Arbitrary or unpredi- catable changes in policy undermine the significance of ( and therefore the attention to ) day - to - day action by injecting ...
... action taken in the light of a given policy will not be placed in continuous jeopardy . Arbitrary or unpredi- catable changes in policy undermine the significance of ( and therefore the attention to ) day - to - day action by injecting ...
Página 91
... action cannot escape involve- ment , a commitment to personnel or institutions or procedures which effec- tively qualifies the initial plan . Der Mensch denkt , Gott lenkt . In organized action , this ultimate wisdom finds a temporal ...
... action cannot escape involve- ment , a commitment to personnel or institutions or procedures which effec- tively qualifies the initial plan . Der Mensch denkt , Gott lenkt . In organized action , this ultimate wisdom finds a temporal ...
Página 92
... action.15 The frame of reference outlined here for the theory or organization may now be identified as involving the following major ideas : ( 1 ) the concept of organi- zations as cooperative systems , adaptive social structures , made ...
... action.15 The frame of reference outlined here for the theory or organization may now be identified as involving the following major ideas : ( 1 ) the concept of organi- zations as cooperative systems , adaptive social structures , made ...
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