Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
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Página 194
PRODUCTION SYSTEMS IN SOUTH ESSEX INDUSTRY GROUP I SMALL BATCH AND UNIT PRODUCTION GROUP II LARGE BATCH AND MASS PRODUCTION 1 Production of simple units to customers ' orders ( 5 firms ) Production of technically complex units ( 10 ...
PRODUCTION SYSTEMS IN SOUTH ESSEX INDUSTRY GROUP I SMALL BATCH AND UNIT PRODUCTION GROUP II LARGE BATCH AND MASS PRODUCTION 1 Production of simple units to customers ' orders ( 5 firms ) Production of technically complex units ( 10 ...
Página 201
... production group the number of levels of authority and the span of con- trol of both the chief executive and the first line supervisor both tended to in- crease with size . STRUCTURE AND SUCCESS Again , no relationship between con ...
... production group the number of levels of authority and the span of con- trol of both the chief executive and the first line supervisor both tended to in- crease with size . STRUCTURE AND SUCCESS Again , no relationship between con ...
Página 203
... production function and obviously must be closely inte- grated with other production activities . ) In process production too , functions were in many cases independent of each other , though not as clearly as in mass production ...
... production function and obviously must be closely inte- grated with other production activities . ) In process production too , functions were in many cases independent of each other , though not as clearly as in mass production ...
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