Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
Dentro del libro
Resultados 1-3 de 76
Página 47
... situation and obey that . Until we do this I do not think we shall have the most successful business administration ... situation . If orders are simply part of the situation , the question of someone giving and someone receiv- ing does ...
... situation and obey that . Until we do this I do not think we shall have the most successful business administration ... situation . If orders are simply part of the situation , the question of someone giving and someone receiv- ing does ...
Página 49
... situation , does that not throw a flood of light on this question ? The point of view here presented gets rid of several dilemmas which have seemed to puzzle people in dealing with consent . The feeling of being " under " someone , of ...
... situation , does that not throw a flood of light on this question ? The point of view here presented gets rid of several dilemmas which have seemed to puzzle people in dealing with consent . The feeling of being " under " someone , of ...
Página 50
... situation and must be rec- ognized as such . But we saw that the situation was always developing . If the situation is never stationary , then the order should never be stationary , so to speak ; how to prevent it from being so is our ...
... situation and must be rec- ognized as such . But we saw that the situation was always developing . If the situation is never stationary , then the order should never be stationary , so to speak ; how to prevent it from being so is our ...
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