Complex Organizations: A Critical EssayRandom House, 1986 - 307 pagina's |
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Pagina 174
... environment is to indulge in fantasy . The environment of most powerful organizations is well controlled by them , quite stable , and made up of other organizations with similar interests , or ones they control.48 Standard Oil and Shell ...
... environment is to indulge in fantasy . The environment of most powerful organizations is well controlled by them , quite stable , and made up of other organizations with similar interests , or ones they control.48 Standard Oil and Shell ...
Pagina 177
... environment has to adapt to the organization . The major aspect of the environment of organizations is other organi- zations ; the citizen and the " community " fall between the stools . We outlined some other deficiencies . We ...
... environment has to adapt to the organization . The major aspect of the environment of organizations is other organi- zations ; the citizen and the " community " fall between the stools . We outlined some other deficiencies . We ...
Pagina 178
... environment . It was always there in organizational theory , from Weber on . Indeed , the contingency theory of Lawrence and Lorsch was formulated in such a way that the environment set varied tasks for different organizations and units ...
... environment . It was always there in organizational theory , from Weber on . Indeed , the contingency theory of Lawrence and Lorsch was formulated in such a way that the environment set varied tasks for different organizations and units ...
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