Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
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Página 57
... deal with more immediate subordinates than in a new or changing organization . Similarly , space influences the span of control . An organization located in one building can be supervised through more im- mediate subordinates than can ...
... deal with more immediate subordinates than in a new or changing organization . Similarly , space influences the span of control . An organization located in one building can be supervised through more im- mediate subordinates than can ...
Página 237
... deal construc- tively with conflict , communicate di- rectly and openly with each other , and confront their differences , so they can collaborate effectively . Greater stress and less satisfaction for the individual may be unavoidable ...
... deal construc- tively with conflict , communicate di- rectly and openly with each other , and confront their differences , so they can collaborate effectively . Greater stress and less satisfaction for the individual may be unavoidable ...
Página 321
... deal of bu- reaucratic theory in accomplishing this . If it is not predictable , if it is nonroutine and there is a good deal of uncertainty as to how to do a job , then one had better utilize the theories that emphasize au- tonomy ...
... deal of bu- reaucratic theory in accomplishing this . If it is not predictable , if it is nonroutine and there is a good deal of uncertainty as to how to do a job , then one had better utilize the theories that emphasize au- tonomy ...
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