工商管理专业相关英文文献

The total organization properties were size, shape: tall or flat, and shape: centralized or decentralized, while the sub organizational properties were organizational level, line and staff hierarchies, span of and size of Indic (1968) included the following variables in his description of organizational structure: (a) size, (b) span of control, (c) number of hierarchical levels, (d) authority structure, (e) communication structure, (f) degree of task specification, (g) degree of task interdependence, (h) task specialization, (i) status and prestige structure, and (j) psychological distance between decision makers and operating levels in the The above studies generally illustrate various opinions regarding relevant structural However, since it would appear plausible that a number of the measures are interrelated, there is a need to investigate the interrelationships between the measures in an attempt to obtain a more parsimonious set of structural Several such attempts have been Hall et (1967) used judgment to categorize a number of structural The structural measures judged to be of most importance were: (a) complexity, including number of major activities, number of hierarchial levels, and number of subdivisions; (b) formalization, including centralization of authority, and emphasis on written communication and going through channels; and (c) activities, including function and number of supportive Prien and Ronan (1971) factor analyzed 38 input and output organizational variables, including variables measuring organizational structure as well as organizational context (history, goals), organizational process (reward process), and organizational Factors which consistently appeared in three or more studies were: (a) organizational size, (b) formalization, (c) centralization of authority, (d) extent of technology, and (e) standardization with reference to skills and product Dunteman (1966) factor analyzed responses to a questionnaire which included questions related to organizational characteristics, management attributes, incentive conditions, employee and individual and organizational Factors which appeared to be primarily structural were (a) size of the organization, (b) pay-skill level, (c) workforce reduction and job mechanization, (d) allocation of labor, and (e) technical personnel and controls versus protection against human liabilities总机构性质的大小，形状：高大或平坦，形状：集中或分散的，而分层次组织性质的组织，路线和工作人员的层次结构，控制幅度。和大小亚基。印度语（1968年）包括在他的组织结构的描述下列变量：（一）的大小，（二）控制的范围，（三）分级级别数，（四）权力结构，（五）通信结构，（六）任务规范程度，（七）任务相互依存的程度，（八）工作专业化，（我）的地位和威望的结构，和（j）之间的决策者和组织的业务水平的心理距离。 上述研究表明，一般就有关的结构变量的各种意见。但是，因为它似乎是一个合理的措施是相互关联的，有必要进行调查，企图获取结构尺寸更简洁的措施之间建立的相互关系。几个这样的企图而制定的。霍尔等人。 （1967年），用于判断归类结构性措施。判断是最重要的结构性措施是：（一）复杂性，包括一批重大活动，多层次级别的数量，细分和数量;（二）形式化，包括权力集中，并在书面沟通和去强调通过渠道;及（三）活动，包括功能和支持的部门。普里恩和罗南（1971）因素分析，包括38个输入变量衡量组织结构以及组织环境（历史，目标），组织过程（奖励进程），组织标准输出的组织变量。一贯的因素在出现三个或更多的研究是：（一）组织的规模，（二）定型，（三）集中的权力，（四）技术的程度，以及（e）参照标准化技术和产品的复杂性。 Dunteman（1966）因子分析对问卷的答复，其中包括相关的组织特性，管理属性，激励条件，员工特征的问题。以及个人和组织的有效性。出现的因素，更主要的结构是：（一）组织的规模，（b）支付技能水平，（三）劳动人口减少和机械化作业，（四）劳动分配，以及（e）技术人员和控制与保护对人类负债。