Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
Dentro del libro
Resultados 1-3 de 69
Página 103
... decisions con- cerns implementation in the sense of decisions about the utilization of re- sources available to the organization . These are the allocative decisions and concern two main subject matters : the allocation of ...
... decisions con- cerns implementation in the sense of decisions about the utilization of re- sources available to the organization . These are the allocative decisions and concern two main subject matters : the allocation of ...
Página 105
... DECISIONS Two types of operative decisions have so far been discussed , namely policy decisions and allocative decisions . There is a third category which may be called " decisions of coordination , " in- volving what Barnard has called ...
... DECISIONS Two types of operative decisions have so far been discussed , namely policy decisions and allocative decisions . There is a third category which may be called " decisions of coordination , " in- volving what Barnard has called ...
Página 204
... decisions in mass and process production . ( b ) There was little distinction between policy decisions and problem - solving de- cisions , a problem - solving decision almost inevitably developing into a policy deci- sion . ( c ) A ...
... decisions in mass and process production . ( b ) There was little distinction between policy decisions and problem - solving de- cisions , a problem - solving decision almost inevitably developing into a policy deci- sion . ( c ) A ...
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