Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
Dentro del libro
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Página 87
... individual leaders themselves . Rational action systems are charac- teristic of both individuals and organiza- tions ... individual psychology . But the personality considered as a dy- namic system of interacting wishes , compulsions ...
... individual leaders themselves . Rational action systems are charac- teristic of both individuals and organiza- tions ... individual psychology . But the personality considered as a dy- namic system of interacting wishes , compulsions ...
Página 124
... individuals conforming to a common definition , to which individuals are added ( born ) and subtracted ( die ) and in which the age of the individual is a relevant and identifi- able variable . These populations exhibit dynamic ...
... individuals conforming to a common definition , to which individuals are added ( born ) and subtracted ( die ) and in which the age of the individual is a relevant and identifi- able variable . These populations exhibit dynamic ...
Página 246
focus attention upon certain aspects of the individual's behavior and appear- ance . ( 3 ) In this manner the individual is " pigeonholed " ; that is , he is held to be a certain " type " of person , a teacher , Negro , boy , man , or ...
focus attention upon certain aspects of the individual's behavior and appear- ance . ( 3 ) In this manner the individual is " pigeonholed " ; that is , he is held to be a certain " type " of person , a teacher , Negro , boy , man , or ...
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