Organizations: Theory and Analysis : Text and CasesDryden Press, 1984 - 513 pages |
Contents
| 120 | |
| 135 | |
| 150 | |
| 165 | |
| 175 | |
| 181 | |
| 187 | |
| 199 | |
| 205 | |
| 222 | |
| 259 | |
| 265 | |
| 271 | |
| 279 | |
| 400 | |
| 409 | |
| 419 | |
| 437 | |
| 447 | |
| 455 | |
| 465 | |
| 470 | |
| 478 | |
| 485 | |
| 493 | |
| 500 | |
| 507 | |
Other editions - View all
Common terms and phrases
Academy of Management achieve action activities Adapted administrative intensity Administrative Science Quarterly analysis approach Assessment associated basic behavior Burns and Stalker cars Chapter Chrysler communication complex concept coordination Corporation County criteria decision departmentalization differentiation discussion economic efficiency employees engineering Environmental Uncertainty Evaluation example external validity Fabricated Components Division factors Figure firms function garbage can model GM's goal model growth important increase individual industry influence interaction internal Journal laboratory major managerial manufacturing Max Weber means-ends measure ment methods operations organization design organization structure organization theory organization's Organizational Effectiveness organizational goals organizational learning output participants percent performance personnel perspective Pierce County problems relationship reports response result social Source span of control specific strategies subunits suggests system resource model task tion units variables Wall Street Journal York
Popular passages
Page 60 - Experience tends universally to show that the purely bureaucratic type of administrative organization — that is, the monocratic variety of bureaucracy — is, from a purely technical point of view, capable of attaining the highest degree of efficiency and is in this sense formally the most rational known means of exercising authority over human beings.
Page 191 - Operations and working behaviour are governed by instructions and decisions issued by superiors. This command hierarchy is maintained by the implicit assumption that all knowledge about the situation of the firm and its tasks is, or should be, available only to the head of the firm. Management, often visualized as the complex hierarchy familiar in organization charts, operates a simple control system, with information flowing up through a succession of filters, and decisions and instructions flowing...
Page 60 - It is superior to any other form in precision, in stability, in the stringency of its discipline, and in its reliability. It thus makes possible a particularly high degree of calculability of results for the heads of the organization and for those acting in relation to it. It is finally superior both in intensive efficiency and in the scope of its operations and is formally capable of application to all kinds of administrative tasks.
Page 193 - We have endeavoured to stress the appropriateness of each system to its own specific set of conditions. Equally, we desire to avoid the suggestion that either system is superior under all circumstances to the other. In particular, nothing in our experience justifies the assumption that mechanistic systems should be superseded by organic in conditions of stability.* The beginning of administrative wisdom is the awareness that there is no one optimum type of management system.
Page 472 - Where the initiators do not have all the information they need to design the change, and where others have considerable power to resist.
Page 295 - As the size of the simple system increases, and depending also on the extent of both its internal and external linkages, more and more work has to be carried out on the co-ordination of component functioning, so that- a critical boundary value with respect to size is reached, beyond which intrinsic regulation breaks down. An increase in size beyond this point will become possible by differentiating out a separate integrating unit, which takes over the function of both control and co-ordination of...
Page 47 - The Government are very keen on amassing statistics — they collect them, add them, raise them to the nth power, take the cube root and prepare wonderful diagrams. But what you must never forget is that every one of those figures comes in the first instance from the chowty dar (village watchman), who just puts down what he damn pleases.
Page 105 - Operative goals designate the ends sought through the actual operating policies of the organization; they tell us what the organization actually is trying to do, regardless of what the official goals say are the aims.
Page 82 - ... decentralization in this field. 3. The more functions affected by decisions made at lower levels. Thus companies which permit only operational decisions to be made at separate branch plants are less decentralized than those which also permit financial and personal decisions at branch plants.
Page 191 - It is characterized by: (a) the specialized differentiation of functional tasks into which the problems and tasks facing the concern as a whole are broken down; (b) the abstract nature of each individual task, which is pursued with techniques and purposes more or less distinct from those of the concern as a whole...