The Analysis of Organizations |
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Page 283
... give a person a feeling of security . It may also give him higher status . Last , the relationship between need and means is not always apparent . The obvious relationship first detected between a reward and a possible need satisfaction ...
... give a person a feeling of security . It may also give him higher status . Last , the relationship between need and means is not always apparent . The obvious relationship first detected between a reward and a possible need satisfaction ...
Page 333
... give staff members clear - cut authority to give orders to line executives . Hence , in a formalistic way they may fulfill the conventional requirements of staff , whereas in practice they are frequently in a position to influence ...
... give staff members clear - cut authority to give orders to line executives . Hence , in a formalistic way they may fulfill the conventional requirements of staff , whereas in practice they are frequently in a position to influence ...
Page 423
... give the new lawyers the type of experience they want , thereby making it desirable for them to come to the firm . This has , at times , entailed special rotational schemes giving new lawyers experi- ence in a variety of different legal ...
... give the new lawyers the type of experience they want , thereby making it desirable for them to come to the firm . This has , at times , entailed special rotational schemes giving new lawyers experi- ence in a variety of different legal ...
Contents
Chapter One Introduction | 3 |
Motivation | 21 |
Chapter Four Status | 66 |
Copyright | |
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Common terms and phrases
achieve action activities administrative analysis assistant-to basic behavior cerned chapter Circle groups cohesiveness communications complex concept concerned consider coordination decentralization decision degree develop discussion divided division effect elements employees example expected external system factors Figure foreman formal goal models goals group members handled Harvard University Hence hierarchy higher illustration important increase individual industrial influence interaction James G line executives linked command managerial function manufacturing means means-ends means-ends analysis ment norms noted objectives operations organization Organizational Behavior organizational members particular perception performance perhaps person personnel planning plant manager President problems production programs relations relationships Rensis Likert result reward system Robert F role self-concept situation skills social Social Psychology span of control staff department staff positions standard status structure subordinates subunits superior supervisor task things tion units vidual washing machines workers zation