Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
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Página 27
... INTEREST TO GENERAL INTEREST This principle calls to mind the fact that in a business the interest of one employee or group of employees should not prevail over that of the concern , that the interest of the home should come before that ...
... INTEREST TO GENERAL INTEREST This principle calls to mind the fact that in a business the interest of one employee or group of employees should not prevail over that of the concern , that the interest of the home should come before that ...
Página 33
... interest , viz . that of the concern proper , is easy to grasp , and the employer is present to recall this interest to those tempted to lose sight of it . In government enterprise the general interest is such a complex , vast , remote ...
... interest , viz . that of the concern proper , is easy to grasp , and the employer is present to recall this interest to those tempted to lose sight of it . In government enterprise the general interest is such a complex , vast , remote ...
Página 294
... interest is but a reflection of the personal interests of the definer , and consequently , the only realistic way to understand the performance of a sys- tem is to construe its output ( or its policies ) as nothing more than the re ...
... interest is but a reflection of the personal interests of the definer , and consequently , the only realistic way to understand the performance of a sys- tem is to construe its output ( or its policies ) as nothing more than the re ...
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