Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
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Página 57
... executive because of the in- creased difficulty faced by the chief executive in learning sufficient details about a far - flung organization to do an intelligent job . The failure to attach suf- ficient importance to these variables has ...
... executive because of the in- creased difficulty faced by the chief executive in learning sufficient details about a far - flung organization to do an intelligent job . The failure to attach suf- ficient importance to these variables has ...
Página 60
... executive by the appointment of three or four assistant mayors to whom the mayor might assign parts of his task of ... executive and the service de- partments.10 ORGANIZING THE EXECUTIVE The effect of the suggestion presented above is to ...
... executive by the appointment of three or four assistant mayors to whom the mayor might assign parts of his task of ... executive and the service de- partments.10 ORGANIZING THE EXECUTIVE The effect of the suggestion presented above is to ...
Página 61
... executive . If these seven elements may be ac- cepted as the major duties of the chief executive , it follows that they may be separately organized as subdivisions of the executive . The need for such sub- division depends entirely on ...
... executive . If these seven elements may be ac- cepted as the major duties of the chief executive , it follows that they may be separately organized as subdivisions of the executive . The need for such sub- division depends entirely on ...
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