Organizations: Rational, Natural, and Open Systems |
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Page 7
... processes occurring within them . For example , social control processes occur within all social groups , but there are some forms or mechanisms of control - for instance , a hierarchical authority structure - that are best studied in ...
... processes occurring within them . For example , social control processes occur within all social groups , but there are some forms or mechanisms of control - for instance , a hierarchical authority structure - that are best studied in ...
Page 119
... process . Whether viewed at the more abstract level employing concepts such as enacting , selecting , and retaining processes , or at the more concrete level with concepts such as input , throughput , and output production flows and ...
... process . Whether viewed at the more abstract level employing concepts such as enacting , selecting , and retaining processes , or at the more concrete level with concepts such as input , throughput , and output production flows and ...
Page 308
... processes are not inevitable , the conditions — both internal and external - causing the drift of power from rank - and - file participants to the upper levels of the organization are sufficiently widespread to vindicate Mi- chels's ...
... processes are not inevitable , the conditions — both internal and external - causing the drift of power from rank - and - file participants to the upper levels of the organization are sufficiently widespread to vindicate Mi- chels's ...
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