Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
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Página 136
... suggest , however , that this model has some methodological shortcomings and is not as objective as it seems to be . One of the major shortcomings of the goal model is that it frequently makes the studies ' findings stereotyped as well ...
... suggest , however , that this model has some methodological shortcomings and is not as objective as it seems to be . One of the major shortcomings of the goal model is that it frequently makes the studies ' findings stereotyped as well ...
Página 177
... suggest now that rather than reflecting weakness in those who use them , the two strategies reflect some- thing fundamental about the cultures surrounding complex organizations- the fact that our culture does not con- tain concepts for ...
... suggest now that rather than reflecting weakness in those who use them , the two strategies reflect some- thing fundamental about the cultures surrounding complex organizations- the fact that our culture does not con- tain concepts for ...
Página 179
... suggest that while these adaptive processes may be generic , the ways in which they pro- ceed may well vary with differences in technologies or in environments . RECAPITULATION Most of our beliefs about complex or- ganizations follow ...
... suggest that while these adaptive processes may be generic , the ways in which they pro- ceed may well vary with differences in technologies or in environments . RECAPITULATION Most of our beliefs about complex or- ganizations follow ...
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