Organizations: Rational, Natural, and Open Systems |
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Page 66
... program in Los Angeles argues that its professed goals of providing cultural and intellectual programs could not be realized because of its marginal organizational and institutional status . Because the program lacked full legitimacy ...
... program in Los Angeles argues that its professed goals of providing cultural and intellectual programs could not be realized because of its marginal organizational and institutional status . Because the program lacked full legitimacy ...
Page 103
... programs " that guide the decisions of individuals , but whereas some of these programs can be rou- tinized others must be problem - solving responses , requiring the decision maker to exercise more discretion in the face of greater ...
... programs " that guide the decisions of individuals , but whereas some of these programs can be rou- tinized others must be problem - solving responses , requiring the decision maker to exercise more discretion in the face of greater ...
Page 251
... programs had a larger complement of administrators than districts not engaged in such pro- grams . Similar results were found in a study of public districts and schools and private schools in the San Francisco Bay area ( Scott and Meyer ...
... programs had a larger complement of administrators than districts not engaged in such pro- grams . Similar results were found in a study of public districts and schools and private schools in the San Francisco Bay area ( Scott and Meyer ...
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