Organizations and Their ManagingFree Press, 1968 - 708 halaman |
Dari dalam buku
Hasil 1-3 dari 80
Halaman 228
... situation A may have direct authority over B and B over C , with X having no direct relation with any of them . But with varying situations the formally prescribed patterns may vary as follows : Situation 1 Situation 2 B Situation 3 ...
... situation A may have direct authority over B and B over C , with X having no direct relation with any of them . But with varying situations the formally prescribed patterns may vary as follows : Situation 1 Situation 2 B Situation 3 ...
Halaman 266
... situation will be based upon personal experience with past situations or personal observa- tion of the actions of others . From these elements any image of a desired future is molded . It may be done rather mechanically - as when one's ...
... situation will be based upon personal experience with past situations or personal observa- tion of the actions of others . From these elements any image of a desired future is molded . It may be done rather mechanically - as when one's ...
Halaman 559
... situation . It is had by a person , or an animal , in a certain situation , and to call a situation a problem situation is to assume that the subject of the discussion is motivated toward some goal in the situation that he will not ...
... situation . It is had by a person , or an animal , in a certain situation , and to call a situation a problem situation is to assume that the subject of the discussion is motivated toward some goal in the situation that he will not ...
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