Organizations: Rational, Natural, and Open Systems |
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Page 52
Rational, Natural, and Open Systems W. Richard Scott. Goal Complexity Organizational goals and their relation to the behavior of partici- pants seem much more problematic to the natural than to the rational system theorist . This is ...
Rational, Natural, and Open Systems W. Richard Scott. Goal Complexity Organizational goals and their relation to the behavior of partici- pants seem much more problematic to the natural than to the rational system theorist . This is ...
Page 268
... Goals The varying uses of goals The concept of organizational goals is among the most slippery and treacherous of all those employed ... Goal Setting in Organizations Problems in Conceptualizing Organizational Goals The varying uses of goals.
... Goals The varying uses of goals The concept of organizational goals is among the most slippery and treacherous of all those employed ... Goal Setting in Organizations Problems in Conceptualizing Organizational Goals The varying uses of goals.
Page 270
... goals ? we will ask , Who sets organizational goals , and How are or- ganizational goals set ? The Dominant Coalition The most satisfactory answer to date to the question of who sets organizational goals is provided by Cyert and March ...
... goals ? we will ask , Who sets organizational goals , and How are or- ganizational goals set ? The Dominant Coalition The most satisfactory answer to date to the question of who sets organizational goals is provided by Cyert and March ...
Contents
Part One An Introduction | 1 |
Part Two Three Perspectives on Organizations | 29 |
AS NATURAL SYSTEMS | 51 |
Copyright | |
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activities actors administrative analysts approach argues associated attempt behavior Blau boundaries bureaucratic cathectic Chapter characteristics complex concept contingency theory coordination corporate corporatism created criteria decision defined definition developed differentiated effectiveness emphasize environmental example extent focus function ganizations goals groups hierarchy important increasing individual industrial inputs institutional environments interaction interdependence interests labor level of analysis loosely coupled Lorsch managers Marxist Max Weber measures ment natural system perspective nizations normative operations orga organiza organization's organizational forms organizational structure outcomes outputs participants performance persons Pfeffer political population ecology problems production professional programs rational system Rational-legal authority relations roles scientific management Scott selection Selznick social society socio-technical system specific strategies struc studies system analysts system model system theorists task technical core theory tion tional tive total institutions trans transactions costs tural types of organizations uncertainty units variables vary Weber workers