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Traditional theory is more symbolically oriented , concerned with conscious processes that operate on symbol structures stored in long - term memory ( e.g. , Newell & Simon , 1972 ) , while much of the newer theory is focused at a more ...
Traditional theory is more symbolically oriented , concerned with conscious processes that operate on symbol structures stored in long - term memory ( e.g. , Newell & Simon , 1972 ) , while much of the newer theory is focused at a more ...
Seite 166
Introduction and Overview Elements of Organizational Structure ORGANIZATIONS ARE STRUCTURED systems . Virtually all large organizations specify and legitimatize their structure by developing elaborate organizational charts and ...
Introduction and Overview Elements of Organizational Structure ORGANIZATIONS ARE STRUCTURED systems . Virtually all large organizations specify and legitimatize their structure by developing elaborate organizational charts and ...
Seite 167
At any given time , the structure of an organization appears relatively objective and well defined from either the job or the role perspective . That is to say , if multiple observers were asked to describe the structure in terms of ...
At any given time , the structure of an organization appears relatively objective and well defined from either the job or the role perspective . That is to say , if multiple observers were asked to describe the structure in terms of ...
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ability activities actual Applied Psychology approach assessment attributes behavior chapter characteristics cognitive concept concern considered constructs correlation costs criteria criterion decision defined described determine dimensions discussed effects empirical employees estimates evaluation examined example exist expected factors Figure force function human human factors identify important increase individual industrial influence involved issues job analysis Journal of Applied judgments knowledge learning less managers mean measures memory ment methods needs noted observed operations organization organizational outcomes percent performance person Personnel positive possible practice predict predictor presented problem procedures produce question ratings recruitment refers reflect reported represent responses role sample scale Schmidt scores selection similar situations skills social sources specific standard structure studies suggests task theory tion training program types utility validity variables