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The tools provided here, including a Strategic Organizational Planning Process (SOPP) model, can be used to foster a dynamic change in how staffs are trained, developed, managed, and led. The results of successfully implementing these changes include productivity gains without additional capital expenditures, a more satisfied workforce, lower turnover costs, and a more effective relationship between management and staff.||In today's organizations, staffs are undervalued, misdirected, misunderstood, disrespected, and undereducated businesspeople. They are often ignorant of what their true role
Line and staff organization --- Management --- Personnel management
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Industrial organization --- Industrial management --- Line and staff organization
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Delegation of authority. --- Line and staff organization. --- Hierarchies. --- Workflow. --- Personnel management. --- Complex organizations.
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Information storage and retrieval systems --- Line and staff organization --- Police administration --- Police communication systems --- Police --- Law enforcement --- United States --- Data processing
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In 1979, serious research was just beginning on the connections between stratification outcomes and organizations. Data suitable for investigating these connections were scarce, and the general wisdom was that they would remain scarce--since organizational case studies were seen as the only means of gathering linked individual and organizational data. The case study approach does allow one to link the two types of data, but gathering such data on more than a few organizations is prohibitively expensive and difficult, and having only a few organizations limits g- eralizability. To help solve this problem, we developed the idea of a survey of a random sample of several thousand employed individuals, followed by a second survey of their several thousand employing or- nizations. This method, we reasoned, would provide us with a gen- alizable, simple random sample of individuals, coupled with a weighted random sample of organizations (weighted, of course, by size of orga- zation). An added benefit would be that these valuable data could be gathered by a survey organization for the price of two simple surveys. It was not an easy idea to sell. We developed it into a proposal to the National Science Foundation (NSF), and though the reviewers were o- erwise sympathetic, they were almost unanimous in their contention that such a survey would not work because "obviously" the great maj- ity of respondents would refuse to reveal exactly who their employers were.
Bureaucracy --- Line and staff organization --- Personnel management --- Bureaucratie --- Structure hiérarchico-professionnelle --- Personnel --- Case studies --- Cas, Etudes de --- Direction --- Bureaucracy -- Illinois -- Chicago Metropolitan Area -- Case studies. --- Electronic books. -- local. --- Line and staff organization -- Illinois -- Chicago Metropolitan Area -- Case studies. --- Personnel management -- Illinois -- Chicago Metropolitan Area -- Case studies. --- Commerce --- Business & Economics --- Marketing & Sales --- Structure hiérarchico-professionnelle --- Business. --- Management science. --- Political science. --- Sociology. --- Business and Management. --- Business and Management, general. --- Political Science. --- Sociology, general. --- Case studies.
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Line and staff organization --- Personnel management --- 658.3 --- Corporations --- Employment management --- Human resource management --- Human resources management --- Manpower utilization --- Personnel administration --- Management --- Public administration --- Employees --- Employment practices liability insurance --- Supervision of employees --- Line-staff organization --- Staff and line organization --- Delegation of authority --- Organization --- Personnel. Human factor. Human relations (Staff relations. Personal or interpersonal relations). Working atmosphere --- Line and staff organization. --- Personnel management. --- 658.3 Personnel. Human factor. Human relations (Staff relations. Personal or interpersonal relations). Working atmosphere
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Communication in organizations --- Decentralization in management --- Line and staff organization --- -Industrial organization --- Mathematical models --- 658.11 --- 65.012.4 --- -Decentralization in management --- -Line and staff organization --- -Line-staff organization --- Staff and line organization --- Delegation of authority --- Management --- Organization --- Industries --- Industrial concentration --- Industrial management --- Industrial sociology --- Centralization in management --- Organizational communication --- Kinds and forms of enterprise --- Management. Directorate. Technique and methods of management --- -Kinds and forms of enterprise --- 65.012.4 Management. Directorate. Technique and methods of management --- 658.11 Kinds and forms of enterprise --- -65.012.4 Management. Directorate. Technique and methods of management --- Line-staff organization --- Industrial organization --- Communication in organizations - Mathematical models --- Decentralization in management - Mathematical models --- Line and staff organization - Mathematical models --- Industrial organization - Mathematical models
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