Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
Dentro del libro
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Página 134
... staff is likely to be double that of the technical staff at a time when the actually useful strength ( in this case , of seamen ) is being reduced by 31.5 per cent . It has been proved statistically , however , that this last percentage ...
... staff is likely to be double that of the technical staff at a time when the actually useful strength ( in this case , of seamen ) is being reduced by 31.5 per cent . It has been proved statistically , however , that this last percentage ...
Página 135
... staff increase may be expected to follow this formula- X = 2km + 1 n k is the number of staff seeking promo- tion through the appointment of subor- dinates ; represents the difference be- tween the ages of appointment and re- tirement ...
... staff increase may be expected to follow this formula- X = 2km + 1 n k is the number of staff seeking promo- tion through the appointment of subor- dinates ; represents the difference be- tween the ages of appointment and re- tirement ...
Página 155
... staff meeting . If the request is legitimate and in the best interest of the organization , the group will grant the request . If the request is unreasonable , an effectively functioning group can skillfully turn it down by analyzing it ...
... staff meeting . If the request is legitimate and in the best interest of the organization , the group will grant the request . If the request is unreasonable , an effectively functioning group can skillfully turn it down by analyzing it ...
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