Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
Dentro del libro
Resultados 1-3 de 73
Página 100
... concern the agents involved in the settlement of terms ; for example , collective bargain- ing is very different from individual bar- gaining . Others concern the duration of commitments , varying all the way from a casual relation ...
... concern the agents involved in the settlement of terms ; for example , collective bargain- ing is very different from individual bar- gaining . Others concern the duration of commitments , varying all the way from a casual relation ...
Página 207
... concern in the most efficient manner feasible in the circumstances of the concern . Not surprisingly , however , each exhibits characteristics which have been hitherto associated with different kinds of interpretation . For it is our ...
... concern in the most efficient manner feasible in the circumstances of the concern . Not surprisingly , however , each exhibits characteristics which have been hitherto associated with different kinds of interpretation . For it is our ...
Página 208
... concern ; ( b ) the " realistic " nature of the indi- vidual task , which is seen as set by the total situation of the concern ; ( c ) the adjustment and continual re- definition of individual tasks through in- teraction with others ...
... concern ; ( b ) the " realistic " nature of the indi- vidual task , which is seen as set by the total situation of the concern ; ( c ) the adjustment and continual re- definition of individual tasks through in- teraction with others ...
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