000			03383nam a2200289uu 4500
001			11796
003			OSt
005			20230526062533.0
008			030324s2002 xx ||||g| |0|| 0 eng d
090			_a2.01 _bH1741o
100	1		_aHALL, Richard H _94541
245	1	0	_aOrganizations : _bstructures, processes, and outcomes
250			_a8 ed
260			_aNew Jersey : _bPrentice Hall, _c2002
300			_a324 p.
505	8	0	_tPart I - The nature of organizations _tChapter 1 - The outcomes of organizations _tWhy study organizations _tWhy do we have organizations? _tOrganizations and the individual _tCategories of individuals _tOrganizations and the community _tSocietal outcomes _tMultinational organizations _tWhy study organizations? _tChapter 2 - On the nature and types of organizations _tDefinitions from the past _tContemporary definitions _tAre organizations real? _tThe voluntary organization _tPart II - Organizational Structure _tChapter 3 - Organizational structure: forms and outcoms _tDefining organizational structure _tComplexity _tVariance of complexity elements _tFormalization _tFormalization and outcomes for individuals _tCentralization _tChapter 4 - Organizational structure: explanations _tContextual explanations _tOrganizational design _tExplaining organizational structure _tPart III - Organizational Processes _tChapter 5 - Power and power outcomes _tThe nature of power in organizations _tHorizontal power relationships _tA perspective on power in organizations _tPower in voluntary organizations _tLower participants _tThe outcomes of power relationships _tConflict in organizations _tThe social outcomes of power _tChapter 6 - Leadership _tWhat is leadership? _tThe outcomes of leadership for organizations _tLeadership in voluntary organization _tChapter 7 - Decision Making _tStrategic decisions _tVariables and constraints _tRationality _tPower and decision making _tThe decision-making process _tChapter 8 - Communication _tThe importance of communication _tIndividual factors _tOrganizational factors _tVertical Communication _tHorizontal communication _tCommunication problems _tCommunication to and from outside the organization _tPossible solutions _tChapter 9 - Change _tThe nature of organizational change _tThe change process _tInnovation in organizations _tChapter 10 - Organizational environments and interorganizational relationships _tThe Environment and the formation of organizations _tEnvironmental dimensions _tAnalytical dimensions _tThe perception of the environment _tThe impact of the environment on the organization _tInterorganizational relationships _tA framework for IOR analysis _tInterlocking boards of directors _tOutcomes of IOR _tPart V - Organizational effectiveness and organizational theory _tChapter 11 - Organizational effectiveness _ttoward a contradiction model of effectiveness _tModels of organizational effectiveness _tThe contradiction model _tChapter 12 - Organizational theory _tPopulation-ecology model _tResource-dependence model _tRational-contingency model _ttransaction-cost model _tinstitutional model _tCombining the perspectives
650		4	_914298 _aOrganizações
650		4	_aMudanca Organizacional _912138
650		4	_aEstrutura da Organizacao _914949
650		4	_912404 _a Tomada de Decisão
650		4	_aComunicacao _911947
650		4	_aTeoria das Organizacoes _914681
650		4	_912917 _aLiderança
942			_cG
998			_a20030324 _bElda _cElda
998			_a20060925 _b1028^b _cZailton
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c11919 _d11919
041			_aeng