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. |
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Page 55
... Perrow traces the development of several schools of thought about organizations . His historical perspective is ... Perrow's article , some readers may conclude that nothing is so impracti- cal as a theory that purports to be useful but ...
... Perrow traces the development of several schools of thought about organizations . His historical perspective is ... Perrow's article , some readers may conclude that nothing is so impracti- cal as a theory that purports to be useful but ...
Page 197
... Perrow has subscribed somewhat to the technological imperative by ad- vancing a classification of organizations based on technology . The technological variables Perrow uses are the characteristics of the " search behavior ” of the per ...
... Perrow has subscribed somewhat to the technological imperative by ad- vancing a classification of organizations based on technology . The technological variables Perrow uses are the characteristics of the " search behavior ” of the per ...
Page 198
... Perrow's . These studies tend to be concerned with technology at the group or job level , task rou- tineness , and knowledge . In general , they are not concerned with machines or hardware as were the previous studies . These studies ...
... Perrow's . These studies tend to be concerned with technology at the group or job level , task rou- tineness , and knowledge . In general , they are not concerned with machines or hardware as were the previous studies . These studies ...
Contents
section | 1 |
Knowledge about Organizations Philosophy of Science | 45 |
section | 69 |
Copyright | |
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achieve activities adapt administrative analysis approach areas argued associated attempt authority become behavior bureaucracy Chapter characteristics complexity component concerned conclude considered coordination deal decentralization decision departments dependent determine dimensions discussion division effectiveness employees environment example exist factors Figure firms forces formal functional goals growth important increased indicate individual industry influence integration internal knowledge lead limited major manufacturing matrix means measure ment nature objectives operations organization organization structure organization's organizational output pattern performance personnel planning position present problems relationship relative reported responsible Review role rules Science similar situation social sources span specialization specific staff strategy structure successful suggested task theory tion types understanding units variables York