Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
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Página 39
... considered a source to be exploited for rents or emoluments , as was nor- mally the case during the Middle Ages and frequently up to the threshold of re- cent times . Nor is office holding consid- ered a usual exchange of services for ...
... considered a source to be exploited for rents or emoluments , as was nor- mally the case during the Middle Ages and frequently up to the threshold of re- cent times . Nor is office holding consid- ered a usual exchange of services for ...
Página 75
... considered a single function depends entirely on language and techniques . " If the English language has a comprehen- sive term which covers both of two subpurposes it is natural to think of the two together as a single purpose . If ...
... considered a single function depends entirely on language and techniques . " If the English language has a comprehen- sive term which covers both of two subpurposes it is natural to think of the two together as a single purpose . If ...
Página 78
... considered , to say the least , somewhat unbalanced . Simi- larly , unity of command , specialization by purpose , decentralization are all items to be considered in the design of an efficient administrative organization . No single one ...
... considered , to say the least , somewhat unbalanced . Simi- larly , unity of command , specialization by purpose , decentralization are all items to be considered in the design of an efficient administrative organization . No single one ...
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