Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
Dentro del libro
Resultados 1-3 de 19
Página 229
... specialists , but the functional specialists feel less identification with functional goals . BEHAVIORISTS ' FINDINGS We now turn to some new behavioral science approaches to designing or- ganization structure . Recent studies * have ...
... specialists , but the functional specialists feel less identification with functional goals . BEHAVIORISTS ' FINDINGS We now turn to some new behavioral science approaches to designing or- ganization structure . Recent studies * have ...
Página 236
... specialists to a degree shared the prod- uct goals . Obviously , one danger in this form of organization is the potential at- traction of specialist managers to total goals to the extent that they lose sight of their particular goals ...
... specialists to a degree shared the prod- uct goals . Obviously , one danger in this form of organization is the potential at- traction of specialist managers to total goals to the extent that they lose sight of their particular goals ...
Página 237
... specialists . As illustrated at Plant P , the product organization form allows the greater differentiation in time orienta- tion and structure that specialists need to attack problems . While encouraging identification with ...
... specialists . As illustrated at Plant P , the product organization form allows the greater differentiation in time orienta- tion and structure that specialists need to attack problems . While encouraging identification with ...
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