Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
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Página 57
... subordinates than in a new or changing organization . Similarly , space influences the span of control . An organization located in one building can be supervised through more im- mediate subordinates than can the same organization if ...
... subordinates than in a new or changing organization . Similarly , space influences the span of control . An organization located in one building can be supervised through more im- mediate subordinates than can the same organization if ...
Página 66
... subordinates something of its own authority , in other words , dele- gation downward . Among historical forms we shall find the phenomenon of delegation upward , in which there is delegated an actual authority over the delegator ...
... subordinates something of its own authority , in other words , dele- gation downward . Among historical forms we shall find the phenomenon of delegation upward , in which there is delegated an actual authority over the delegator ...
Página 256
... SUBORDINATE DRAMATURGY Although we have stressed the man- agement of impressions by superiors , subordinates must also engage in this kind of behavior . In general , subordi- nates must create the impression that they are awed by their ...
... SUBORDINATE DRAMATURGY Although we have stressed the man- agement of impressions by superiors , subordinates must also engage in this kind of behavior . In general , subordi- nates must create the impression that they are awed by their ...
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