Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
Dentro del libro
Resultados 1-3 de 48
Página 160
... objectives of the entire organization and of its component parts must be in satisfactory harmony with the relevant needs and desires of the great majority , if not all , of the members of the organization and of the persons served by it ...
... objectives of the entire organization and of its component parts must be in satisfactory harmony with the relevant needs and desires of the great majority , if not all , of the members of the organization and of the persons served by it ...
Página 193
... objectives depended on the nature of the product and the type of customer . Thus some firms were in more competitive ... objectives con- trolled and limited the techniques of production that could be employed . A firm whose objective was ...
... objectives depended on the nature of the product and the type of customer . Thus some firms were in more competitive ... objectives con- trolled and limited the techniques of production that could be employed . A firm whose objective was ...
Página 213
... objectives are worthy of attainment . First , common values crystallize , values that govern the goals for which men strive - their ideals and their ideas of what is desirable- such as our belief in democracy or the importance financial ...
... objectives are worthy of attainment . First , common values crystallize , values that govern the goals for which men strive - their ideals and their ideas of what is desirable- such as our belief in democracy or the importance financial ...
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