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 46
... fact that the distinc- tions continue to be made under various names points to an apparently univer- sal condition . From at least the time of Augustus Caesar , these dissimilarities were recognized and incorporated in the terms de jure ...
... fact that the distinc- tions continue to be made under various names points to an apparently univer- sal condition . From at least the time of Augustus Caesar , these dissimilarities were recognized and incorporated in the terms de jure ...
Page 414
... fact , there seems at the time of this writing to be a marked trend toward such tight control systems , at least if Allen's ( 1978 ) recent findings are any indication . Seventeen of the thirty companies he surveyed significantly in ...
... fact , there seems at the time of this writing to be a marked trend toward such tight control systems , at least if Allen's ( 1978 ) recent findings are any indication . Seventeen of the thirty companies he surveyed significantly in ...
Page 479
... fact , explains many of the dysfunc- tions found in structures — as in the case of the entrepreneur who hangs on to a Simple Structure even though his organization has grown too large for it , or the organization that continues to ...
... fact , explains many of the dysfunc- tions found in structures — as in the case of the entrepreneur who hangs on to a Simple Structure even though his organization has grown too large for it , or the organization that continues to ...
Contents
PARTI HOW THE ORGANIZATION FUNCTIONS | 17 |
THE DESIGN PARAMETERS | 65 |
Training and Indoctrination | 95 |
Copyright | |
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action planning analysts autonomy basic Burns and Stalker centralized chain of authority Chapter chief executive clients complex constellations contingency factors coordinating mechanism corporations cracy decision processes describes design parameters dimension direct supervision discussion diversified Divisionalized Form dynamic effect elaborate environment example fact flow formal authority headquarters hierarchy horizontal decentralization Hypothesis individual industry innovation integrated interdependencies Joan Woodward job enlargement liaison devices line managers Lorsch Machine Bureaucracy market-based matrix structure McGill University ment middle line mutual adjustment noted Operating Adhocracy operating core organic structure organigram organization's organizational outputs performance control system personnel problems profes Professional Bureaucracy programs regulated relationship result role shifting matrix Simple Structure skills span of control specialists specific standardization strategic apex struc structural configurations support staff tasks technical system technostructure tion top managers ture typically units vertical decentralization Woodward workers