Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
Dentro del libro
Resultados 1-3 de 52
Página 153
... influence an organization can exert on its members show that dis- trust of superiors , colleagues , and sub- ordinates adversely affects the amount of influence that can be exercised . Another serious weakness of the communication ...
... influence an organization can exert on its members show that dis- trust of superiors , colleagues , and sub- ordinates adversely affects the amount of influence that can be exercised . Another serious weakness of the communication ...
Página 157
... influence which a super- visor felt he had with his own superior . To function effectively , a supervisor must have sufficient influence with his own superior to be able to affect the superior's decisions . Subordinates ex- pect their ...
... influence which a super- visor felt he had with his own superior . To function effectively , a supervisor must have sufficient influence with his own superior to be able to affect the superior's decisions . Subordinates ex- pect their ...
Página 158
... influence them , and are influenced in their thinking and behavior when they believe that the evidence submitted by the other members warrants it . The link- ing pin function , consequently , will be performed well in an organization ...
... influence them , and are influenced in their thinking and behavior when they believe that the evidence submitted by the other members warrants it . The link- ing pin function , consequently , will be performed well in an organization ...
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