Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
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Página 114
... goals and achievement ( 3.16 ) [ 3.16 : 3.15 ] , and thus to stimulate more delegation [ 3.14 : 3.16 ] . At the same time , however , delegation results in departmentaliza- tion and an increase in the bifurcation of interests ( 3.17 ) ...
... goals and achievement ( 3.16 ) [ 3.16 : 3.15 ] , and thus to stimulate more delegation [ 3.14 : 3.16 ] . At the same time , however , delegation results in departmentaliza- tion and an increase in the bifurcation of interests ( 3.17 ) ...
Página 137
... goal model , did not see any significant differences among the trade unions and parties he examined . All were falling considerably short of their goals . When a goal model is applied , the same basic mistake is committed , whether the ...
... goal model , did not see any significant differences among the trade unions and parties he examined . All were falling considerably short of their goals . When a goal model is applied , the same basic mistake is committed , whether the ...
Página 146
... goals . 12. Some researchers take the public goals to be the real goals of the organization . Others choose them because they are easier to determine . 13. Public goals improve the input - output balance by recruiting support ( inputs ) ...
... goals . 12. Some researchers take the public goals to be the real goals of the organization . Others choose them because they are easier to determine . 13. Public goals improve the input - output balance by recruiting support ( inputs ) ...
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