Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
Dentro del libro
Resultados 1-3 de 52
Página 108
... rules under which resources can be made available to organizations , and of the institution of authority , which is the second of the three basic integrative institutions . The institutionalization of authority may be treated on the ...
... rules under which resources can be made available to organizations , and of the institution of authority , which is the second of the three basic integrative institutions . The institutionalization of authority may be treated on the ...
Página 116
... rules ( 3.25 ) regulat- ing work procedures is part of the re- sponse to the demand for control from the top hierarchy [ 3.25 : 3.1 ] . One con- sequence of such rules is to decrease the visibility of power relations ( 3.26 ) within the ...
... rules ( 3.25 ) regulat- ing work procedures is part of the re- sponse to the demand for control from the top hierarchy [ 3.25 : 3.1 ] . One con- sequence of such rules is to decrease the visibility of power relations ( 3.26 ) within the ...
Página 201
... rules " of management and business success appeared in the preliminary analysis of the research data . The twenty firms graded as out- standingly successful seemed to have lit- tle in common . When , however , firms were grouped on a ...
... rules " of management and business success appeared in the preliminary analysis of the research data . The twenty firms graded as out- standingly successful seemed to have lit- tle in common . When , however , firms were grouped on a ...
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