Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
Dentro del libro
Resultados 1-3 de 47
Página 100
... involved , patterns which can be generalized on a basis tolerable to the society as a whole . THE MOBILIZATION OF FLUID RESOURCES The resources which an organization must utilize are , given the social struc- ture of the situation in ...
... involved , patterns which can be generalized on a basis tolerable to the society as a whole . THE MOBILIZATION OF FLUID RESOURCES The resources which an organization must utilize are , given the social struc- ture of the situation in ...
Página 236
... involved in their jobs . Also they were under stress because of their great involvement in their jobs . This stress could lead to dissatisfaction with their situation . Satisfaction for its own sake , however , may not be very important ...
... involved in their jobs . Also they were under stress because of their great involvement in their jobs . This stress could lead to dissatisfaction with their situation . Satisfaction for its own sake , however , may not be very important ...
Página 237
... involved in the problem - solving activity required to cope with long - range issues and to achieve cross - functional coordination . These compromises are becoming popular because they enable companies to deal with multiple tasks ...
... involved in the problem - solving activity required to cope with long - range issues and to achieve cross - functional coordination . These compromises are becoming popular because they enable companies to deal with multiple tasks ...
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