Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
Dentro del libro
Resultados 1-3 de 44
Página 64
... superior for doing the job , the superior remains responsible for getting it done , and this same relationship is continued up to the top leader , whose authority makes him responsible for the whole . It should be observed that when the ...
... superior for doing the job , the superior remains responsible for getting it done , and this same relationship is continued up to the top leader , whose authority makes him responsible for the whole . It should be observed that when the ...
Página 150
... superior must take into consideration the experience and expectations of each of his subordi- nates . In determining what these expec- tations are , he cannot rely solely on his observations and impressions . It helps the superior to ...
... superior must take into consideration the experience and expectations of each of his subordi- nates . In determining what these expec- tations are , he cannot rely solely on his observations and impressions . It helps the superior to ...
Página 157
... superior has the responsibility of making a decision which does meet them . In this event , the superior may be wise to accept the solution preferred by the in- dividuals in the group who will have the major responsibility for ...
... superior has the responsibility of making a decision which does meet them . In this event , the superior may be wise to accept the solution preferred by the in- dividuals in the group who will have the major responsibility for ...
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