Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
Dentro del libro
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Página 212
... relation to one another and , as the popular expression " The whole is greater than the sum of its parts " suggests , that the relations between units add new elements to the situa- tion . ' This aphorism , like so many others , is a ...
... relation to one another and , as the popular expression " The whole is greater than the sum of its parts " suggests , that the relations between units add new elements to the situa- tion . ' This aphorism , like so many others , is a ...
Página 238
... relations between individuals and groups within the organization , but the boundary - spanning relations have sim- ply not been subjected to comparable scrutiny . It is not surprising therefore , that systematic efforts to diagnose and ...
... relations between individuals and groups within the organization , but the boundary - spanning relations have sim- ply not been subjected to comparable scrutiny . It is not surprising therefore , that systematic efforts to diagnose and ...
Página 318
... relations school , and to the bureaucratic school . The human relationist had begun to speak of changing stimuli rather than changing personality . They had begun to see that the rewards that can change behavior can well be pres- tige ...
... relations school , and to the bureaucratic school . The human relationist had begun to speak of changing stimuli rather than changing personality . They had begun to see that the rewards that can change behavior can well be pres- tige ...
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