Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
Dentro del libro
Resultados 1-3 de 80
Página 53
... less and less able to encompass it and main- tain intimate knowledge and facility over the entire area , and there will thus arise a more minute specialization be- cause knowledge and skill advance while man stands still . Division of ...
... less and less able to encompass it and main- tain intimate knowledge and facility over the entire area , and there will thus arise a more minute specialization be- cause knowledge and skill advance while man stands still . Division of ...
Página 144
... less and demanding less may achieve more , for a chronically disillusioned public is apt to drift into indifference.54 INTELLECTUAL PITFALL Weber pointed out in his discussion of responsibility that actors , especially those responsible ...
... less and demanding less may achieve more , for a chronically disillusioned public is apt to drift into indifference.54 INTELLECTUAL PITFALL Weber pointed out in his discussion of responsibility that actors , especially those responsible ...
Página 236
... less differentiation between goals , since the functional specialists to a degree shared the prod- uct goals . Obviously , one danger in this form of organization is the potential at- traction of specialist managers to total goals to ...
... less differentiation between goals , since the functional specialists to a degree shared the prod- uct goals . Obviously , one danger in this form of organization is the potential at- traction of specialist managers to total goals to ...
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