The Managing of Organizations: The Administrative Struggle, Volume 1Free Press of Glencoe, 1964 - 971 pages |
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Page 251
... aspects : planning , activating , and evaluating . Frequently , these aspects of behavior take place simultaneously . When there is a time differ- ence , there is no fixed sequence ; any one may be followed by either or both of the ...
... aspects : planning , activating , and evaluating . Frequently , these aspects of behavior take place simultaneously . When there is a time differ- ence , there is no fixed sequence ; any one may be followed by either or both of the ...
Page 385
... ASPECTS of formal structure are more important than the pattern through which responsibility and authority are dispersed throughout an organization . Few aspects are more difficult to pin down . Neither centralization nor ...
... ASPECTS of formal structure are more important than the pattern through which responsibility and authority are dispersed throughout an organization . Few aspects are more difficult to pin down . Neither centralization nor ...
Page 392
... aspects into being . New informal channels of communication , new informal leaders and new informal rules - these are the inevitable result of any effort to eradicate the informal aspects of organizational structure . B. Informal Role ...
... aspects into being . New informal channels of communication , new informal leaders and new informal rules - these are the inevitable result of any effort to eradicate the informal aspects of organizational structure . B. Informal Role ...
Table des matières
AN ACTIONTHEORY MARRIAGE | 1 |
VOLUME II | 7 |
INVESTMENT | 16 |
Droits d'auteur | |
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Expressions et termes fréquents
achieve action activities admin administrative revolution administrative thought analysis aspects associations attention Barnard become behavior bureaucrats Chapt Chapter Chester Barnard clients committees communication concept conflict Confucians cooperation corporations deal decisions direct directorates economic experience Fayol field formal authority functions government agencies Henri Fayol hierarchic human ideas important individual industrial influence interests internal Kautilya labor large number leaders Liu Shao Lyndall Urwick major Mary Follett Max Weber ment merely modern Nizam Al-Mulk officials oligarchy operations operations research organization's organizational output Plato political polyarchy position principles problems production professional public administration purposes refer relations responsibility role rulers rules scientific management scientists sense social society specific structure subordinates superior Taylor techniques theory tion top executives trade union ultimate authority units usually various workers World War II