Classics of organization theoryMoore Publishing Company, 1978 - 323 páginas |
Dentro del libro
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Página 47
... whole of business administration through the en- tire plant ? We have here , I think , one of the largest contributions of scientific man- agement : it tends to depersonalize or- ders . From one point of view , one might call the ...
... whole of business administration through the en- tire plant ? We have here , I think , one of the largest contributions of scientific man- agement : it tends to depersonalize or- ders . From one point of view , one might call the ...
Página 54
... WHOLE AND THE PARTS It is axiomatic that the whole is equal to the sum of its parts . But in dividing up any " whole , " one must be certain that every part , including unseen elements and relationships , is accounted for . The marble ...
... WHOLE AND THE PARTS It is axiomatic that the whole is equal to the sum of its parts . But in dividing up any " whole , " one must be certain that every part , including unseen elements and relationships , is accounted for . The marble ...
Página 64
... whole structure . The subordinate is al- ways responsible to his immediate superior for doing the job , the superior remains responsible for getting it done , and this same relationship is continued up to the top leader , whose ...
... whole structure . The subordinate is al- ways responsible to his immediate superior for doing the job , the superior remains responsible for getting it done , and this same relationship is continued up to the top leader , whose ...
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