Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
Dentro del libro
Resultados 1-3 de 52
Página 145
... tend to identify with the interests and values of their subsystem . From the viewpoint of the system , those ... tends to differ from managers 56 and administrators . Often the researcher who studies an organization and the professionals ...
... tend to identify with the interests and values of their subsystem . From the viewpoint of the system , those ... tends to differ from managers 56 and administrators . Often the researcher who studies an organization and the professionals ...
Página 243
... tend to adapt will allow managers to ( 1 ) design organizations that will elicit the most beneficial patterns of ... tend to manifest themselves in organizational settings . The first role , that of a " cosmopolitan , " tends to be ...
... tend to adapt will allow managers to ( 1 ) design organizations that will elicit the most beneficial patterns of ... tend to manifest themselves in organizational settings . The first role , that of a " cosmopolitan , " tends to be ...
Página 249
... tend to manifest lesser organiza- tional loyalty , deeper job commitment , and an outer reference group orienta- tion , as compared with their colleagues . A third study , by Vernon J. Bentz , ' of a city college faculty , again ...
... tend to manifest lesser organiza- tional loyalty , deeper job commitment , and an outer reference group orienta- tion , as compared with their colleagues . A third study , by Vernon J. Bentz , ' of a city college faculty , again ...
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