Organization Theory: A Macro Perspective for ManagementThe significance of organization in human affairs; The management of organizational design; The imperatives: critical dimensions for understanding organizations; Organizational continuity. |
From inside the book
Results 1-3 of 58
Page 160
... decision making and more information processing than the current organization could provide . The directors of ... decision . At this point the manufacturing director cautioned them about decentralizing decisions . He remind- ed them of ...
... decision making and more information processing than the current organization could provide . The directors of ... decision . At this point the manufacturing director cautioned them about decentralizing decisions . He remind- ed them of ...
Page 161
... decisions . The result was effective coordina- tion : coordination = f ( authority information ) . Creation of the task force was the correct solution . Decision delays were re- duced , and collective action was achieved by the joint ...
... decisions . The result was effective coordina- tion : coordination = f ( authority information ) . Creation of the task force was the correct solution . Decision delays were re- duced , and collective action was achieved by the joint ...
Page 311
... decision - making process , may generate the information needed to help reduce the uncertainty and thereby facilitate a better decision . Alternative Organizational Designs The key question for the manager concerned with organization ...
... decision - making process , may generate the information needed to help reduce the uncertainty and thereby facilitate a better decision . Alternative Organizational Designs The key question for the manager concerned with organization ...
Contents
section | 1 |
Why Study Organizations? A Model for Learning about | 8 |
Theory Charles Perrow | 55 |
Copyright | |
14 other sections not shown
Other editions - View all
Common terms and phrases
Academy of Management activities administrative component Administrative Science Quarterly analysis areas argued Aston study authority behavior bureaucracy Chapter characteristics complexity conflict Contingencies Theory coordination decentralization decision departments determine dimensions diversification division divisional employees environment environmental evaluation example factors firms formal functional organization ganizations goals growth impact important increased individual industry influence inputs integration interaction interdependence internal interorganizational James G Jay Lorsch Joan Woodward Job Enrichment lateral relations managerial manufacturing matrix manager matrix organization measure ment multibusiness nizations operations orga organization design organization size organization structure organization theory organization's organizational development organizational effectiveness output pattern performance Perrow personnel predict problems relationship Review role rules social span of control specialists staff strategy struc suggested survival task theory tion ture types typology U.S. Steel uncertainty units variables Woodward York zation