Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
Dentro del libro
Resultados 1-3 de 67
Página 142
... effective- ness thus produced was significantly correlated to the ratings on " effective- ness " which various experts and " insid- ers " gave the thirty - two delivery sta- tions.42 Further development of such system- effectiveness ...
... effective- ness thus produced was significantly correlated to the ratings on " effective- ness " which various experts and " insid- ers " gave the thirty - two delivery sta- tions.42 Further development of such system- effectiveness ...
Página 151
... effective skills of interaction , and high performance goals . The full significance of this derivation becomes more evident when we examine the research findings that show how groups function when they are well knit and have effective ...
... effective skills of interaction , and high performance goals . The full significance of this derivation becomes more evident when we examine the research findings that show how groups function when they are well knit and have effective ...
Página 158
... effective in leading his own work group , a superior must be able to influence his own boss ; that is , he needs to be skilled both as a super- visor and as a subordinate . In terms of group functioning , he must be skilled in both ...
... effective in leading his own work group , a superior must be able to influence his own boss ; that is , he needs to be skilled both as a super- visor and as a subordinate . In terms of group functioning , he must be skilled in both ...
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