Organizations: Rational, Natural, and Open Systems |
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Page 72
... SIMON'S THEORY OF ADMINISTRATIVE BEHAVIOR Herbert Simon , both in his early work on administration and in his later collaborative work with March , has clarified the processes by which goal specificity and formalization contribute to ...
... SIMON'S THEORY OF ADMINISTRATIVE BEHAVIOR Herbert Simon , both in his early work on administration and in his later collaborative work with March , has clarified the processes by which goal specificity and formalization contribute to ...
Page 73
... Simon proposed to substitute a more human " ad- ministrative man , " who seeks to pursue his self - interests but does not always know what they are , is aware of only a few of all the possible alter- natives , and is willing to settle ...
... Simon proposed to substitute a more human " ad- ministrative man , " who seeks to pursue his self - interests but does not always know what they are , is aware of only a few of all the possible alter- natives , and is willing to settle ...
Page 75
... Simon's model of organizational decision making is a concep- tion of cognitive limits of individual decision makers . Simon ( 1957 ) stresses : It is impossible for the behavior of a single , isolated individual to reach any high degree ...
... Simon's model of organizational decision making is a concep- tion of cognitive limits of individual decision makers . Simon ( 1957 ) stresses : It is impossible for the behavior of a single , isolated individual to reach any high degree ...
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