Trends in Management Thinking, 1960-1970 |
Contents
Acknowledgments | 3 |
R Blau and W R Scott | 17 |
A Etzioni | 25 |
Copyright | |
16 other sections not shown
Common terms and phrases
accepted achieve action activities adapt Ahmedabad approach Argyris arise aspects assumed assumptions attitudes authority behaviour boundaries bounded rationality Burns and Stalker co-ordination coalition complex concept conflict Decision theory decision-making decisions depends develop differentiation effective efficiency ensure environment essential exist factors firm formal organization function greater Herzberg hierarchy Human Relations hygiene factors Ibid ideas increase individual industrial influence inputs integration interaction intervening variables involved Katz and Kahn lead levels Likert limited Lorsch managerial Mary Follett means ment motivation needs norms objectives open system operating organization structure output pattern performance possible practice problems produce psychological contract question rationality relationships Rice role satisficing Sayles Schein self-actualization self-concept situation social socio-technical system solutions sub-systems sub-units subordinates suggests systems theory task task-environment Tavistock Institute tend theory tion uncertainty values whole workers