Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
Dentro del libro
Resultados 1-3 de 22
Página 56
... direct others , and upon them in turn to direct still others , until the last man in the or- ganization is reached . This condition placed upon all human organization by the limits of the span of control obviously differs in dif- ferent ...
... direct others , and upon them in turn to direct still others , until the last man in the or- ganization is reached . This condition placed upon all human organization by the limits of the span of control obviously differs in dif- ferent ...
Página 71
... direct orders to him regarding the technical , accounting aspects of his work . Similarly , the direc- tor of motor vehicles in the public works department will be unable to issue direct orders on care of motor equipment to the fire ...
... direct orders to him regarding the technical , accounting aspects of his work . Similarly , the direc- tor of motor vehicles in the public works department will be unable to issue direct orders on care of motor equipment to the fire ...
Página 103
... direct sense are they sold . The second aspect of the process is concerned with the internal mecha- nisms of the mobilization of resources for the implementation of the goal . For purposes of the present analysis , how- ever , it will ...
... direct sense are they sold . The second aspect of the process is concerned with the internal mecha- nisms of the mobilization of resources for the implementation of the goal . For purposes of the present analysis , how- ever , it will ...
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