Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
Dentro del libro
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Página 103
... problems which arise within the organization in relation to the maintenance of cooperation . The first two sets of decisions fall within the area which Barnard calls the problem of " effectiveness " ; the third is the locus of the problem ...
... problems which arise within the organization in relation to the maintenance of cooperation . The first two sets of decisions fall within the area which Barnard calls the problem of " effectiveness " ; the third is the locus of the problem ...
Página 139
... problems of mental illness . " They found that their program did not achieve these goals.25 It should be noted that the program attempted by educa- tion to change relatively abstract at- titudes toward former mental patients and to ...
... problems of mental illness . " They found that their program did not achieve these goals.25 It should be noted that the program attempted by educa- tion to change relatively abstract at- titudes toward former mental patients and to ...
Página 154
... Problems tend to be solved in terms of what is best for a de- partment , not what is best for the com- pany as a whole . EFFECT OF COMPETITION BETWEEN FUNCTIONS In the man - to - man situation it is clear that sharply defined lines of ...
... Problems tend to be solved in terms of what is best for a de- partment , not what is best for the com- pany as a whole . EFFECT OF COMPETITION BETWEEN FUNCTIONS In the man - to - man situation it is clear that sharply defined lines of ...
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