Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
Dentro del libro
Resultados 1-3 de 84
Página 24
... AUTHORITY AND RESPONSIBILITY Authority is the right to give orders and the power to exact obedience . Dis- tinction must be made between a man- ager's official authority deriving from office and personal authority , com- pounded of ...
... AUTHORITY AND RESPONSIBILITY Authority is the right to give orders and the power to exact obedience . Dis- tinction must be made between a man- ager's official authority deriving from office and personal authority , com- pounded of ...
Página 62
... authority operates from the top throughout the entire organized body . This process is a tangible reality , ob- servable in every organization . It ap- pears in a form so distinct that it practi- cally names itself . SCALAR PRINCIPLE ...
... authority operates from the top throughout the entire organized body . This process is a tangible reality , ob- servable in every organization . It ap- pears in a form so distinct that it practi- cally names itself . SCALAR PRINCIPLE ...
Página 64
... authority of this kind , otherwise responsibility would have no logical basis . The responsibility of leadership for ... authority similar to his own . In other words , he delegates the right of delegation itself , involving the same ...
... authority of this kind , otherwise responsibility would have no logical basis . The responsibility of leadership for ... authority similar to his own . In other words , he delegates the right of delegation itself , involving the same ...
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