Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
Dentro del libro
Resultados 1-3 de 54
Página 176
... complex organizations . Still millions live each day on the assumption that a reasonable degree of purposeful , effec- tive action will be forthcoming from the many complex organizations on which they depend . Planned action , not ran ...
... complex organizations . Still millions live each day on the assumption that a reasonable degree of purposeful , effec- tive action will be forthcoming from the many complex organizations on which they depend . Planned action , not ran ...
Página 180
... Complex organizations are built to operate technologies which are found to be impossible or impractical for indi- viduals to operate . This does not mean , however , that technologies operated by complex organizations are instrumen ...
... Complex organizations are built to operate technologies which are found to be impossible or impractical for indi- viduals to operate . This does not mean , however , that technologies operated by complex organizations are instrumen ...
Página 215
... complex coordination of millions of soldiers with thousands of specialized duties in a modern army re- quires extensive formalized procedures and a clear - cut authority structure . Since formal organizations are often very large and ...
... complex coordination of millions of soldiers with thousands of specialized duties in a modern army re- quires extensive formalized procedures and a clear - cut authority structure . Since formal organizations are often very large and ...
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