Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
Dentro del libro
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Página 237
... tional forms by overlaying them . Some managers wear functional hats and are in- volved in the day - to - day , more routine ac- tivities . Naturally , they identify with func- tional goals . Others , wearing product or project hats ...
... tional forms by overlaying them . Some managers wear functional hats and are in- volved in the day - to - day , more routine ac- tivities . Naturally , they identify with func- tional goals . Others , wearing product or project hats ...
Página 249
... tional associates . The functional bu- reaucrats are also more likely to as- sociate with their professional peers than with their bureaucratic colleagues . They are less likely than other types of bureaucrats to have sentiments of loy ...
... tional associates . The functional bu- reaucrats are also more likely to as- sociate with their professional peers than with their bureaucratic colleagues . They are less likely than other types of bureaucrats to have sentiments of loy ...
Página 260
... tional ( anxiety - reducing ) and dysfunc- tional ( anxiety - producing ) behavior in a given culture . Personality is worked out in a social and interpersonal context . As Sullivan observes , man gradually de- velops through his ...
... tional ( anxiety - reducing ) and dysfunc- tional ( anxiety - producing ) behavior in a given culture . Personality is worked out in a social and interpersonal context . As Sullivan observes , man gradually de- velops through his ...
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