Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
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Página 120
... closed " ) systems sought the goal of economic effi- ciency . As the systems were viewed as " closed " and not subject to influ- ence from the outside environment , major attention could be focused on the concepts of planning and / or ...
... closed " ) systems sought the goal of economic effi- ciency . As the systems were viewed as " closed " and not subject to influ- ence from the outside environment , major attention could be focused on the concepts of planning and / or ...
Página 171
... closed system . Emery and Trist have pointed out how current theorizing on organizations still reflects the older closed system concep- tions . They write : In the realm of social theory , however , there has been something of a ...
... closed system . Emery and Trist have pointed out how current theorizing on organizations still reflects the older closed system concep- tions . They write : In the realm of social theory , however , there has been something of a ...
Página 177
... closed , half - rational . One alternative , then , is the closed - system approach of ignoring uncertainty to see rationality ; another is to ignore rational action in order to see spontaneous processes . The newer tradi- tion with its ...
... closed , half - rational . One alternative , then , is the closed - system approach of ignoring uncertainty to see rationality ; another is to ignore rational action in order to see spontaneous processes . The newer tradi- tion with its ...
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