Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
Dentro del libro
Resultados 1-3 de 84
Página 136
... means . Since the means needed are always larger than the means available , social units are always less perfect than their cultural anticipations . A compari- son of actual Utopian settlements with descriptions of such settlements in ...
... means . Since the means needed are always larger than the means available , social units are always less perfect than their cultural anticipations . A compari- son of actual Utopian settlements with descriptions of such settlements in ...
Página 141
means on recruitment of members ' interests than segmental associations can afford . Moreover , a higher involve- ment on the part of members may well be dysfunctional to the achievement of the organization's goals . It would make ...
means on recruitment of members ' interests than segmental associations can afford . Moreover , a higher involve- ment on the part of members may well be dysfunctional to the achievement of the organization's goals . It would make ...
Página 180
... means of eliminating imperfections in the technology ; experience can lead to the modification of machines and provide the basis for scheduled preventive maintenance . Repetition means that human motions can also be examined , and ...
... means of eliminating imperfections in the technology ; experience can lead to the modification of machines and provide the basis for scheduled preventive maintenance . Repetition means that human motions can also be examined , and ...
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