Organizational SymbolismBarry A. Turner W. de Gruyter, 1990 - 315 lappuses |
No grāmatas satura
1.–3. rezultāts no 54.
139. lappuse
... action , the involved actors must have at least a rudimentary common framework , some shared meaning . It does not ... action : it is a prerequisite for material action , it can substitute it , and it gives meaning to the past and future ...
... action , the involved actors must have at least a rudimentary common framework , some shared meaning . It does not ... action : it is a prerequisite for material action , it can substitute it , and it gives meaning to the past and future ...
192. lappuse
... action demanded in particular situations . While recurring patterns of action , developed in the work process , may well be ' instrumental ' ( means ) for the achievement of definite extrinsic ends , those same patterns may also be ...
... action demanded in particular situations . While recurring patterns of action , developed in the work process , may well be ' instrumental ' ( means ) for the achievement of definite extrinsic ends , those same patterns may also be ...
204. lappuse
... action and upon the development of organizational styles in specific action contexts . Action situations within an organization are never isolated structures . They form part of a complex which may be vast , even extending beyond the ...
... action and upon the development of organizational styles in specific action contexts . Action situations within an organization are never isolated structures . They form part of a complex which may be vast , even extending beyond the ...
Saturs
Introduction Barry A Turner | 1 |
A Quebec | 43 |
Chapter 4 | 55 |
Autortiesības | |
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acoustic space action actors aesthetic dimension analysis approach area office behavior beliefs bricolage client communication concept concerned consultants context corporate culture Crash create discourse dogmatism dynamics economic employees ferry system fiction firm fitters Fortress frame function fusion/diffusion Goffman Governor Grounded Theory human important individual institutions interaction interorganizational interpretation interviews job evaluation London Lüneburg Manpower Team meaning members of staff metafiction metaphors Microcomputers myths organization organizational behaviour organizational culture organizational studies Organizational Symbolism paradigm personal computer possible postmodern present press operators prison production reader relations relationship ritual role saltmasters saltworks semiotics sense situation social society socio-technical socio-technical systems strategic management strategy structure subculture Tavistock Institute technical rationality theory tion Travers Travers's understanding University vision visual space Washington D.C. Washington State Ferry worker flirting York
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