Complex Organizations: A Critical EssayRandom House, 1986 - 307 pagina's |
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Pagina 70
... Herbert Simon in his work ten years later . 31 Neither Simon nor Barnard , however , deals with the situation in which contributions exceed inducements . This accounts for profits . Presumably , it is in the interest of the organization ...
... Herbert Simon in his work ten years later . 31 Neither Simon nor Barnard , however , deals with the situation in which contributions exceed inducements . This accounts for profits . Presumably , it is in the interest of the organization ...
Pagina 119
... Herbert Simon and James March have provided , somewhat unwittingly , the muscle and flesh for the Weberian skeleton , giving it more substance , complexity , and believability without reducing organizational theory to propositions about ...
... Herbert Simon and James March have provided , somewhat unwittingly , the muscle and flesh for the Weberian skeleton , giving it more substance , complexity , and believability without reducing organizational theory to propositions about ...
Pagina 120
... Simon argues , first , that organizations are made up of individuals . “ An organization is , after all , a ... Herbert A. Simon , Organizations ( New York : Wiley , 1958 ) . It will be impossi- ble in this section to separate out the ...
... Simon argues , first , that organizations are made up of individuals . “ An organization is , after all , a ... Herbert A. Simon , Organizations ( New York : Wiley , 1958 ) . It will be impossi- ble in this section to separate out the ...
Inhoudsopgave
WHY BUREAUCRACY? | 1 |
MANAGERIAL IDEOLOGIES AND THE ORIGINS OF | 49 |
THE HUMAN RELATIONS MODEL | 79 |
Copyright | |
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Administrative Science Quarterly agency theory authority Barnard basic behavior bounded rationality bureaucracy Chapter Charles Perrow complex concepts conflict contingency theory contracts cooperation coordination critical cultural deal decisions economic economists effect efficiency emphasize employees environment example firms Free Press function goals groups hierarchy hospital human relations human relations movement important increase individual industry innovation institutional interactions interests interorganizational Karl Weick labor leaders leadership Likert major March and Simon Max Weber morale operating organizational analysis organizational theory organizations output percent person personnel Philip Selznick plant policies political problem production professional profits programs relationship role routine rules selection Selznick skills social Social Darwinism society structure subordinates tasks theorists things tion transaction costs University Press wage Weber Wilfred Brown workers York