The Analysis of Organizations |
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Page 246
... foreman comes by and finds that the hole has been dug and that several hours have been wasted . This illustration contains a number of important elements . With- out chancing to pass by , the foreman does not know that one job has been ...
... foreman comes by and finds that the hole has been dug and that several hours have been wasted . This illustration contains a number of important elements . With- out chancing to pass by , the foreman does not know that one job has been ...
Page 361
Joseph August Litterer. Plant manager Department superintendent Department superintendent Personnel manager General foreman General foreman Foreman Foreman Figure 18.1 him a chain of department superintendents , general foremen , and ...
Joseph August Litterer. Plant manager Department superintendent Department superintendent Personnel manager General foreman General foreman Foreman Foreman Figure 18.1 him a chain of department superintendents , general foremen , and ...
Page 432
... foreman's behavior ? One quick ex- planation might be that he is “ weak , " unable to fill his job as a superior ... foreman . That is , " the rules . . created something which could be given up as well as given use . ” , " 2 By ...
... foreman's behavior ? One quick ex- planation might be that he is “ weak , " unable to fill his job as a superior ... foreman . That is , " the rules . . created something which could be given up as well as given use . ” , " 2 By ...
Contents
Chapter One Introduction | 3 |
Motivation | 21 |
Chapter Four Status | 66 |
Copyright | |
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achieve action activities actual basic become behavior called carried chapter closely cohesiveness communications complete concept concerned consider considerable coordination costs decision dependent determine develop difficult direct discussion divided division effect effort elements employees established example executives exist expected fact factors feel Figure formal frequently function further give goals handled Hence higher illustration important increase individual industrial influence interaction involved lead less manager managerial means necessary noted objectives occur operations organization organizational particular perception performance perhaps permit person personnel planning plant position possible President problems production programs receive relations relationships result rewards role rules situation skills social staff standard status structure subordinates superior task things tion turn understand units usually workers