Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
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Página 81
... rational , it follows that the larger the area in which rationality has been achieved the less important is the exact form of the ad- ministrative organization . For example , the function of plan preparation , or de- sign , if it ...
... rational , it follows that the larger the area in which rationality has been achieved the less important is the exact form of the ad- ministrative organization . For example , the function of plan preparation , or de- sign , if it ...
Página 177
... rationality and indeterminate- ness . These appear to be incompatible concepts , and we have no ready way of thinking about something as half - closed , half - rational . One alternative , then , is the closed - system approach of ...
... rationality and indeterminate- ness . These appear to be incompatible concepts , and we have no ready way of thinking about something as half - closed , half - rational . One alternative , then , is the closed - system approach of ...
Página 184
... rationality norms must seek other devices for protecting its technical core . Proposition 2.3 : Under norms of rational- ity , organizations seek to smooth out input and output transactions . Whereas buffering absorbs environ- mental ...
... rationality norms must seek other devices for protecting its technical core . Proposition 2.3 : Under norms of rational- ity , organizations seek to smooth out input and output transactions . Whereas buffering absorbs environ- mental ...
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