Organizations: Rational, Natural, and Open Systems |
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Page 196
... firms create a new organization to pursue some common purpose . Joint ventures differ from mergers , to be discussed ... firms from these industries were to enter into joint ventures . Pfeffer and Nowak also tested the prediction that ...
... firms create a new organization to pursue some common purpose . Joint ventures differ from mergers , to be discussed ... firms from these industries were to enter into joint ventures . Pfeffer and Nowak also tested the prediction that ...
Page 198
... firms . He argues : The long trend toward concentration of industrial enterprise in the hands of a relatively few firms has brought into existence not only strong sellers ... but also strong buyers . ... The fact that a seller enjoys a ...
... firms . He argues : The long trend toward concentration of industrial enterprise in the hands of a relatively few firms has brought into existence not only strong sellers ... but also strong buyers . ... The fact that a seller enjoys a ...
Page 311
... firms and their customers and pre- sumes the existence of alternatives . The second option , " voice , " is broadly ... firms can greatly benefit from publics who take the trouble to exercise the option of voice rather than exit . He ...
... firms and their customers and pre- sumes the existence of alternatives . The second option , " voice , " is broadly ... firms can greatly benefit from publics who take the trouble to exercise the option of voice rather than exit . He ...
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