Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
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Página 81
... tion to channel knowledge and informa- tion to the appropriate decision - points ? What types of knowledge can , and what types cannot , be easily transmitted ? How is the need for intercommunica- tion of information affected by the ...
... tion to channel knowledge and informa- tion to the appropriate decision - points ? What types of knowledge can , and what types cannot , be easily transmitted ? How is the need for intercommunica- tion of information affected by the ...
Página 102
... tion is what certain economists , notably Alfred Marshall , have called " organiza- tion " in the technical sense referred to above . This refers to the function of combining the factors of production in such ways as to facilitate the ...
... tion is what certain economists , notably Alfred Marshall , have called " organiza- tion " in the technical sense referred to above . This refers to the function of combining the factors of production in such ways as to facilitate the ...
Página 228
... tion is by no means new ; managers have been facing the same basic ques- tion for decades . As large corporations like Du Pont and General Motors grew , they found it necessary to divide their activities among product divisions . ' Fol ...
... tion is by no means new ; managers have been facing the same basic ques- tion for decades . As large corporations like Du Pont and General Motors grew , they found it necessary to divide their activities among product divisions . ' Fol ...
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