Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
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Página 103
... sources available to the organization . These are the allocative decisions and concern two main subject matters : the allocation of responsibilities among per- sonnel , i.e. , suborganizations and indi- viduals , and the allocation of ...
... sources available to the organization . These are the allocative decisions and concern two main subject matters : the allocation of responsibilities among per- sonnel , i.e. , suborganizations and indi- viduals , and the allocation of ...
Página 171
... sources of error variance but are integrally related to the functioning of a social system , and that we cannot understand a system without a constant study of the forces that impinge upon it . Thinking of the organization as a closed ...
... sources of error variance but are integrally related to the functioning of a social system , and that we cannot understand a system without a constant study of the forces that impinge upon it . Thinking of the organization as a closed ...
Página 179
... Sources of Variation . Follow- ing Parsons ' reasoning leads to the ex- pectation that differences in technical functions , or technologies , cause signif- icant differences among organizations , and since the three levels are interde ...
... Sources of Variation . Follow- ing Parsons ' reasoning leads to the ex- pectation that differences in technical functions , or technologies , cause signif- icant differences among organizations , and since the three levels are interde ...
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