Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
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Página 77
... example , in a department of child welfare could not offer services of " as high a standard " as the same unit if it were located in a department of health . Just how the shifting of the unit from one department to another would improve ...
... example , in a department of child welfare could not offer services of " as high a standard " as the same unit if it were located in a department of health . Just how the shifting of the unit from one department to another would improve ...
Página 82
... example , that a specified change in organization will reduce the span of control is not enough to justify the change . This gain must be balanced against the possible resulting loss of contact between the higher and lower ranks of the ...
... example , that a specified change in organization will reduce the span of control is not enough to justify the change . This gain must be balanced against the possible resulting loss of contact between the higher and lower ranks of the ...
Página 193
... example , one firm had originally undertaken manufacture to demonstrate that the products of its mines could be effective substitutes for other more commonly used materials . These differences in objectives con- trolled and limited the ...
... example , one firm had originally undertaken manufacture to demonstrate that the products of its mines could be effective substitutes for other more commonly used materials . These differences in objectives con- trolled and limited the ...
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