Matches in Harvard for { ?s ?p Introduction to the Transaction edition -- Part one : I. Introduction to individual and organizational effectiveness ; II. The input ; III. The organizational dilemma ; IV. The nature of the system : The lower levels ; V. The nature of the system : Managerial levels -- Part two : VI. Organizational effectiveness and ineffectiveness ; VII. The "Mix" Model ; VIII. Empirical work illustrating aspects of the "Mix" Model -- Part three : IX. The organizational structures of the new system ; X. Organizational staffing and job design ; XI. Managerial controls, rewards and penalties, and incentive systems ; XII. Evaluating, hiring, and terminating employees ; XIII. The organization of the future : A summary view -- Part four : XIV. Using the model to explore other studies ; XV. Organizational pseudo-effectiveness and individual pseudo-health -- Appendix : A note on essentiality, interdependence of parts, and organizational growth -- Name index -- Subject index.. }
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- catalog description "Introduction to the Transaction edition -- Part one : I. Introduction to individual and organizational effectiveness ; II. The input ; III. The organizational dilemma ; IV. The nature of the system : The lower levels ; V. The nature of the system : Managerial levels -- Part two : VI. Organizational effectiveness and ineffectiveness ; VII. The "Mix" Model ; VIII. Empirical work illustrating aspects of the "Mix" Model -- Part three : IX. The organizational structures of the new system ; X. Organizational staffing and job design ; XI. Managerial controls, rewards and penalties, and incentive systems ; XII. Evaluating, hiring, and terminating employees ; XIII. The organization of the future : A summary view -- Part four : XIV. Using the model to explore other studies ; XV. Organizational pseudo-effectiveness and individual pseudo-health -- Appendix : A note on essentiality, interdependence of parts, and organizational growth -- Name index -- Subject index.".
- catalog tableOfContents "Introduction to the Transaction edition -- Part one : I. Introduction to individual and organizational effectiveness ; II. The input ; III. The organizational dilemma ; IV. The nature of the system : The lower levels ; V. The nature of the system : Managerial levels -- Part two : VI. Organizational effectiveness and ineffectiveness ; VII. The "Mix" Model ; VIII. Empirical work illustrating aspects of the "Mix" Model -- Part three : IX. The organizational structures of the new system ; X. Organizational staffing and job design ; XI. Managerial controls, rewards and penalties, and incentive systems ; XII. Evaluating, hiring, and terminating employees ; XIII. The organization of the future : A summary view -- Part four : XIV. Using the model to explore other studies ; XV. Organizational pseudo-effectiveness and individual pseudo-health -- Appendix : A note on essentiality, interdependence of parts, and organizational growth -- Name index -- Subject index.".