Organizations and Their ManagingFree Press, 1968 - 708 halaman |
Dari dalam buku
Hasil 1-3 dari 4
Halaman 283
... Selznick refers to as an organization's " dis- tinctive competence of inadequacy " ( 1957 , p . 42 ) . In doing so , however , we are well advised to deal with tendencies and orientations toward the future rather than merely with ...
... Selznick refers to as an organization's " dis- tinctive competence of inadequacy " ( 1957 , p . 42 ) . In doing so , however , we are well advised to deal with tendencies and orientations toward the future rather than merely with ...
Halaman 588
... ( Selznick , 1949 ) , developing na- tional economic planning without formal central controls ( Hackett and Hackett ) , and coordinating international operations ( Salter ) . The framework for participation is provided by the structural ...
... ( Selznick , 1949 ) , developing na- tional economic planning without formal central controls ( Hackett and Hackett ) , and coordinating international operations ( Salter ) . The framework for participation is provided by the structural ...
Halaman 658
... Selznick , Philip . TVA and the Grass Roots . Berkeley : University of California Press , 1949 . The TVA doctrine of grass roots , decentralization , managerial autonomy , and cooperation with existing area agencies and institutions is ...
... Selznick , Philip . TVA and the Grass Roots . Berkeley : University of California Press , 1949 . The TVA doctrine of grass roots , decentralization , managerial autonomy , and cooperation with existing area agencies and institutions is ...
Isi
An ActionTheory Marriage | 1 |
The Management of Organizations | 31 |
THE MANAGEMENT OF ORGANIZATIONS | 32 |
Hak Cipta | |
73 bagian lainnya tidak diperlihatkan
Istilah dan frasa umum
accepted achieve action activities administrative thought analysis analytical hierarchy aspects asso become behavior budget cerning Chapt Chapter clients codes communication concept conflict cooperation costs deal democracy desired develop discussion economic economists efforts environment evaluation executive external factors fallacy formal authority functions goals Harvard University hierarchy human important individual influence input interests internal involved labor learning less limited major matrix measure ment mobilization multiple needs neurosis objectives operations operations research organiza organization organization's organizational organizational behavior output pattern performance physical units planning political political parties polyarchic position possible problems profits Public Administration purposes refer relations responsibility role satisfaction Selznick sense situation social social democracy society specific structure subordinates tacit knowledge teletic theory tion totalitarian trade unions units usually V. O. Key various York