Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
Dentro del libro
Resultados 1-3 de 70
Página 128
... role and the person however can never be com- pletely neglected - a square person in a round role may become a little rounder , but he also makes the role squarer , and the perception of a role is affected by the personalities of those ...
... role and the person however can never be com- pletely neglected - a square person in a round role may become a little rounder , but he also makes the role squarer , and the perception of a role is affected by the personalities of those ...
Página 245
... role theory . It may be , however , that con- cepts stagnate when small theoretical investments yield large empirical divi- dends . The very currency of role con- cepts may invite complacency concern- ing their theoretical clarity ...
... role theory . It may be , however , that con- cepts stagnate when small theoretical investments yield large empirical divi- dends . The very currency of role con- cepts may invite complacency concern- ing their theoretical clarity ...
Página 247
... roles are important because they exert pressure upon the manifest roles , often impairing conformity with their requirements and endemically threatening the equilibrium of the man- ifest role system . In contrast , the con- cept of manifest ...
... roles are important because they exert pressure upon the manifest roles , often impairing conformity with their requirements and endemically threatening the equilibrium of the man- ifest role system . In contrast , the con- cept of manifest ...
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