The Managing of Organizations: The Administrative Struggle, Volume 1Free Press of Glencoe, 1964 - 971 pages |
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Page 51
... DIRECTORATES Since any representative assembly is usually too diffuse or discon- tinuous a body to direct the operations of an organization , a small directorate is usually established for this purpose . The clearest - cut example is ...
... DIRECTORATES Since any representative assembly is usually too diffuse or discon- tinuous a body to direct the operations of an organization , a small directorate is usually established for this purpose . The clearest - cut example is ...
Page 52
... directorates . A distinctive characteristic of the members of top directorates is their breadth of interest . They are but rarely fully rooted in , fully dependent upon or fully devoted to the organizations which they direct . Thus ...
... directorates . A distinctive characteristic of the members of top directorates is their breadth of interest . They are but rarely fully rooted in , fully dependent upon or fully devoted to the organizations which they direct . Thus ...
Page 53
... directorates , who are personally vulnerable to attack , and perhaps removal from office , by neglected or offended interests . It is also true of those members of business directorates who - under the threat of nationaliza- tion , more ...
... directorates , who are personally vulnerable to attack , and perhaps removal from office , by neglected or offended interests . It is also true of those members of business directorates who - under the threat of nationaliza- tion , more ...
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