Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
Dentro del libro
Resultados 1-3 de 57
Página 218
... environment become related to each other - i.e . , its causal texture the area of interdependencies that belong within the environment it self . In considering environmental inter- dependencies , the first point to which we wish to draw ...
... environment become related to each other - i.e . , its causal texture the area of interdependencies that belong within the environment it self . In considering environmental inter- dependencies , the first point to which we wish to draw ...
Página 240
rate and timely information about the environment and especially about en- vironmental changes . This is clearly an easier job if the environment is rela- tively stable . The job can be specified in a predetermined set of operating ...
rate and timely information about the environment and especially about en- vironmental changes . This is clearly an easier job if the environment is rela- tively stable . The job can be specified in a predetermined set of operating ...
Página 241
... environments . As the relevant environment changes , however , organizations not only need suitable matched units , but on occasion also need to establish new units to ad- dress emerging environmental facts and to regroup old units ...
... environments . As the relevant environment changes , however , organizations not only need suitable matched units , but on occasion also need to establish new units to ad- dress emerging environmental facts and to regroup old units ...
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