The Structuring of Organizations: A Synthesis of the ResearchMonograph comprising a literature survey and review of research on organizational structure, particularly business organizations - considers job design, job enrichment and job enlargement, bureaucracy and behaviour formulization, training and indoctrination, design of superstructure (incl. Unit grouping and size), planning and control, managerial liaison, decision making, age and size of enterprise factors, organization development, etc. Bibliography pp. 481 to 496, diagrams and flow charts. |
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Page 56
... effect these changes . And the line managers , as noted earlier , involve themselves in complex webs of relationships - in effect , work constellations --not only with analysts but also with certain support staffers and with managers ...
... effect these changes . And the line managers , as noted earlier , involve themselves in complex webs of relationships - in effect , work constellations --not only with analysts but also with certain support staffers and with managers ...
Page 297
... Effect Environment : Prime Effect Power : Selective Effect Age and Size : Prime Effect Technical System : Selective Effect Environment : Significant Effect Power : Selective Effect Age and Size : Significant Effect Technical System ...
... Effect Environment : Prime Effect Power : Selective Effect Age and Size : Prime Effect Technical System : Selective Effect Environment : Significant Effect Power : Selective Effect Age and Size : Significant Effect Technical System ...
Page 399
... effect , the headquarters must rely on some mechanism other than the standardization of outputs to control the divi- sions . If it turns to rules and regulations - in effect , the imposition of stand- ards that control decisions and ...
... effect , the headquarters must rely on some mechanism other than the standardization of outputs to control the divi- sions . If it turns to rules and regulations - in effect , the imposition of stand- ards that control decisions and ...
Contents
PARTI HOW THE ORGANIZATION FUNCTIONS | 13 |
PART II | 65 |
215 | 67 |
Copyright | |
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Common terms and phrases
action planning administrative analysts Burns and Stalker centralized chain of authority Chapter chief executive clients communication complex constellations contingency factors coordinating mechanism corporations cracy decision processes describes design parameters dimension direct supervision discussion diversified Divisionalized Form dynamic effect elaborate employees environment example fact flow formal authority formalization of behavior functional grouping functional structure grouping headquarters hierarchy horizontal decentralization Hypothesis individual industry integrated interdependencies Joan Woodward job enlargement Khandwalla levels liaison devices line managers Lorsch Machine Bureaucracy market-based matrix structure middle line mutual adjustment noted operating core organic structure organigram organization's organizational outputs personnel problems production firms profes Professional Bureaucracy programs regulated relationship result shifting matrix Simple Structure skills span of control specialists specific standardization strategic apex struc structural configurations support staff technical system technostructure tion top managers ture typically units variables vertical decentralization Woodward workers