The Managing of Organizations: The Administrative Struggle, Volume 1Free Press of Glencoe, 1964 - 971 pages |
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Page xxiii
... Interests 1. The organization of interests 2. The promotion of new interests 3. Interest aggregators and integrators 515 515 517 519 c . Public Interests as Objectives 521 1. The rise of public interests as objectives 522 2. The ...
... Interests 1. The organization of interests 2. The promotion of new interests 3. Interest aggregators and integrators 515 515 517 519 c . Public Interests as Objectives 521 1. The rise of public interests as objectives 522 2. The ...
Page 267
... interests . These interests may be immediate , as when the members of a work group try to complete an unpleasant task rapidly or when an external threat to an organization's existence creates a deep interest in survival . They may be ...
... interests . These interests may be immediate , as when the members of a work group try to complete an unpleasant task rapidly or when an external threat to an organization's existence creates a deep interest in survival . They may be ...
Page 321
... interests . The relation between various interests , however , is extremely complex . The motive power of any one interest may be greatly affected by the extent to which others are gratified or frustrated . Activities seen as relating ...
... interests . The relation between various interests , however , is extremely complex . The motive power of any one interest may be greatly affected by the extent to which others are gratified or frustrated . Activities seen as relating ...
Table des matières
AN ACTIONTHEORY MARRIAGE | 1 |
VOLUME II | 7 |
INVESTMENT | 16 |
Droits d'auteur | |
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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