Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
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Página 105
technical basis for " lower " echelons performing their functions in the ways in which their own technical judgment makes advisable . The technical man can reasonably be held responsible for the results of his operations ; he cannot ...
technical basis for " lower " echelons performing their functions in the ways in which their own technical judgment makes advisable . The technical man can reasonably be held responsible for the results of his operations ; he cannot ...
Página 178
... technical and managerial suborganiza- tions is also part of a wider social sys- tem which is the source of the " mean- ing , " or higher - level support which makes the implementation of the or- ganization's goals possible . In terms of ...
... technical and managerial suborganiza- tions is also part of a wider social sys- tem which is the source of the " mean- ing , " or higher - level support which makes the implementation of the or- ganization's goals possible . In terms of ...
Página 184
... technical core . Proposition 2.3 : Under norms of rational- ity , organizations seek to smooth out input and output transactions . Whereas buffering absorbs environ- mental fluctuations , smoothing or level- ing involves attempts to ...
... technical core . Proposition 2.3 : Under norms of rational- ity , organizations seek to smooth out input and output transactions . Whereas buffering absorbs environ- mental fluctuations , smoothing or level- ing involves attempts to ...
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