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 207
... argued that theoretically one can build a stronger case for technology determining structure than one can for size ... argument holds only if this is the true sequence of events . However , we do not know the actual sequence of events ...
... argued that theoretically one can build a stronger case for technology determining structure than one can for size ... argument holds only if this is the true sequence of events . However , we do not know the actual sequence of events ...
Page 208
... argued that this is too narrow a view of technology . Rousseau has argued that there are three phases to technology , and they include input and output as well as conversion . " Furthermore , she contends that to ignore the input and ...
... argued that this is too narrow a view of technology . Rousseau has argued that there are three phases to technology , and they include input and output as well as conversion . " Furthermore , she contends that to ignore the input and ...
Page 217
... argued that if size is an important determinant of organization structure , its importance could be dem- onstrated ... argument that organization size is a primary determinant of organization structure was rather late in arriving . First ...
... argued that if size is an important determinant of organization structure , its importance could be dem- onstrated ... argument that organization size is a primary determinant of organization structure was rather late in arriving . First ...
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