Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
Dentro del libro
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Página 207
... tasks into which the problems and tasks facing the concern as a whole are broken down ; ( b ) the abstract nature of each individual task , which is pursued with techniques and purposes more or less distinct from those of the concern as ...
... tasks into which the problems and tasks facing the concern as a whole are broken down ; ( b ) the abstract nature of each individual task , which is pursued with techniques and purposes more or less distinct from those of the concern as ...
Página 208
... task of the concern ; ( b ) the " realistic " nature of the indi- vidual task , which is seen as set by the total situation of the concern ; ( c ) the adjustment and continual re- definition of individual tasks through in- teraction ...
... task of the concern ; ( b ) the " realistic " nature of the indi- vidual task , which is seen as set by the total situation of the concern ; ( c ) the adjustment and continual re- definition of individual tasks through in- teraction ...
Página 236
... task confronting the organization . Is it a routine , repetitive task ? Is it one where integration can be achieved by plan and conflict managed through the hierarchy ? This was the way the task was implicity defined at Plant F. If this ...
... task confronting the organization . Is it a routine , repetitive task ? Is it one where integration can be achieved by plan and conflict managed through the hierarchy ? This was the way the task was implicity defined at Plant F. If this ...
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