Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
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Página 101
... pattern of remuneration . A second mode of organization is the one which assimilates the provision of serv- ice to the normal pattern involved in the production of physical commodities ; the recipient is a " customer " who pays on a ...
... pattern of remuneration . A second mode of organization is the one which assimilates the provision of serv- ice to the normal pattern involved in the production of physical commodities ; the recipient is a " customer " who pays on a ...
Página 152
... pattern . First , let us look briefly at how the traditional man- to - man pattern usually functions . Figure 2 shows the top of an ordinary organiza- tion chart . Such an organization ordi- narily functions on a man - to - man basis as ...
... pattern . First , let us look briefly at how the traditional man- to - man pattern usually functions . Figure 2 shows the top of an ordinary organiza- tion chart . Such an organization ordi- narily functions on a man - to - man basis as ...
Página 153
Figure 3 MAN - TO - MAN PATTERN OF ORGANIZATION Figure 4 GROUP PATTERN OF ORGANIZATION. beneficial to them but not necessarily to sales and manufacturing . And what happens to the communi- cation process ? This president , it will be ...
Figure 3 MAN - TO - MAN PATTERN OF ORGANIZATION Figure 4 GROUP PATTERN OF ORGANIZATION. beneficial to them but not necessarily to sales and manufacturing . And what happens to the communi- cation process ? This president , it will be ...
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