Organization Theory: A Macro Perspective for Management |
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Page 96
... firms . Citing results obtained on manufacturing firms in India he concludes , " the bureaucratic structure space may be a function , among other things , of the sociocultural environment of the organization he studied . " 48 This argu ...
... firms . Citing results obtained on manufacturing firms in India he concludes , " the bureaucratic structure space may be a function , among other things , of the sociocultural environment of the organization he studied . " 48 This argu ...
Page 134
... firms using this form . Figure 5-3 shows charts of a company whose basic structure is divi- sional . This firm , like most , uses product divisions . A few firms employ geographic divisions . In 1969 about 76 percent of the 500 largest ...
... firms using this form . Figure 5-3 shows charts of a company whose basic structure is divi- sional . This firm , like most , uses product divisions . A few firms employ geographic divisions . In 1969 about 76 percent of the 500 largest ...
Page 137
... firms he studied had changed to the divisional structure . Many of these firms had not fully adopted the American practice of corporate executives who manage the total organizational perfor- mance , but the new structures were ...
... firms he studied had changed to the divisional structure . Many of these firms had not fully adopted the American practice of corporate executives who manage the total organizational perfor- mance , but the new structures were ...
Contents
A Preliminary Look at Organizations | 3 |
A Current Example of the Inevitability of Organizations | 9 |
Organizations and Their Niche in Society | 21 |
Copyright | |
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achieve activities administrative component Administrative Science Quarterly agencies analysis approach areas argued Aston study authority behavior Blau bureaucratic chapter Charles Perrow coalition companies complexity concept conflict contextual contingency theory coordination criteria decentralization decisions departments determine division empirical employees environment environmental evaluation example executive external factors firms formal functional growth imperative important increase individual industry influence integration inter-agency relationships interdependence internal interorganizational Jay Lorsch Joan Woodward job enrichment John Child Karl Weick Lorsch managerial manufacturing measure ment operations organiza organization size organization structure organization theory organization's organizational development organizational effectiveness organizational goals Organizational study output pattern performance Perrow personnel perspective predict problems redesign relationship Review role rules social Social Psychology specialization specific staff strategy study of organizations suggested survival task tion tional types units variables Woodward workflow York