Organizations: Rational, Natural, and Open Systems |
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Page 40
... final authority rests ; for example , a planning department within a municipal government Federative context — member units have individual goals but also participate in a structure to set more inclusive goals ; these corporate ...
... final authority rests ; for example , a planning department within a municipal government Federative context — member units have individual goals but also participate in a structure to set more inclusive goals ; these corporate ...
Page 41
Rational, Natural, and Open Systems W. Richard Scott. A final example focusing on the environment of organizations is provided by McKelvey's typology based on evolutionary forms of organizations . This typology is described in the final ...
Rational, Natural, and Open Systems W. Richard Scott. A final example focusing on the environment of organizations is provided by McKelvey's typology based on evolutionary forms of organizations . This typology is described in the final ...
Page 84
... structure . The existence of an element is explained in terms of its conse- quences the functions it performs rather than by reference to its origins . " Final " causes are emphasized over " efficient " 84 ORGANIZATIONS AS NATURAL SYSTEMS.
... structure . The existence of an element is explained in terms of its conse- quences the functions it performs rather than by reference to its origins . " Final " causes are emphasized over " efficient " 84 ORGANIZATIONS AS NATURAL SYSTEMS.
Contents
AN INTRODUCTION | 1 |
THE SUBJECT IS ORGANIZATIONS | 3 |
ORGANIZATIONS AS AN AREA OF STUDY | 8 |
Copyright | |
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activities administrative approach argues assess associated attempt authority behavior Blau bureaucracy cathectic chapter characteristics coalition complex concept contingency theory coordination criteria cybernetic decision defined developed differentiation dimensions distinctive effectiveness emphasize employed environmental Etzioni evaluation example external factors focus function Gouldner groups Hawthorne studies hierarchy highly important increasing individual industrial inputs interdependence interests James G loosely coupled Lorsch managers Max Weber measures ments natural selection natural system perspective nizations norms noted open systems perspective operations orga organiza organization's organizational forms organizational structure outcomes outputs participants performance Pfeffer and Salancik political problems processes production professional rational system perspective rational-legal authority relation response roles scientific management Scott selection Selznick Simon society Sociology specific strategies studies system model system theorists technical core Thompson tional tions tive total institutions types of organizations typology uncertainty units variables vary Weber workers