Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
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Página 208
... communication . The sanctions which apply to the individual's conduct in his working role derive more from pre ... communication ; ( h ) a lateral rather than a vertical direc- tion of communication through the organi- zation ...
... communication . The sanctions which apply to the individual's conduct in his working role derive more from pre ... communication ; ( h ) a lateral rather than a vertical direc- tion of communication through the organi- zation ...
Página 282
... communication , balance , and decision making . ( 1 ) Communication is mentioned often in neoclassical theory , but the emphasis is on description of forms of communication activity , i.e. , formal- informal , vertical - horizontal ...
... communication , balance , and decision making . ( 1 ) Communication is mentioned often in neoclassical theory , but the emphasis is on description of forms of communication activity , i.e. , formal- informal , vertical - horizontal ...
Página 283
... communication and balance brings to mind a cybernetic model in which both these processes have vital roles . Cybernetics has to do with feedback and control in all kinds of systems . Its purpose is to maintain systems stability in the ...
... communication and balance brings to mind a cybernetic model in which both these processes have vital roles . Cybernetics has to do with feedback and control in all kinds of systems . Its purpose is to maintain systems stability in 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