Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
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Página 112
... behavior [ 3.7 : 3.9 ] . The rigidity of behavior has three major consequences . First , it substan- tially satisfies the original demands for reliability [ 3.2 : 3.7 ] . Thus , it meets an important maintenance need of the sys- tem ...
... behavior [ 3.7 : 3.9 ] . The rigidity of behavior has three major consequences . First , it substan- tially satisfies the original demands for reliability [ 3.2 : 3.7 ] . Thus , it meets an important maintenance need of the sys- tem ...
Página 124
... behavior , " action , or change , and this behavior is considered to be related in some way to the environment of the individual - that is , with other individuals with which it comes into contact or into some rela- tionship . Each ...
... behavior , " action , or change , and this behavior is considered to be related in some way to the environment of the individual - that is , with other individuals with which it comes into contact or into some rela- tionship . Each ...
Página 266
... behavior , man- ifested in personal anxiety and a pathe- tic reliance upon others to tell us what we are worth.10 On the one hand , the demands of society for conformity with- out conviction provide for a built - in anxiety as the ...
... behavior , man- ifested in personal anxiety and a pathe- tic reliance upon others to tell us what we are worth.10 On the one hand , the demands of society for conformity with- out conviction provide for a built - in anxiety as the ...
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