@prefix dbo: .
@prefix dbr: .
dbr:Mary_Parker_Follett dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Chester_Barnard dbo:wikiPageWikiLink dbr:Organizational_theory ;
dbo:academicDiscipline dbr:Organizational_theory .
@prefix dbp: .
dbr:Chester_Barnard dbp:fields dbr:Organizational_theory .
dbr:Path_dependence dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Philip_Taft dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Organizational_analysis dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Organizational_learning dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Myron_Tribus dbo:wikiPageWikiLink dbr:Organizational_theory ;
dbo:occupation dbr:Organizational_theory ;
dbp:occupation dbr:Organizational_theory .
dbo:wikiPageWikiLink dbr:Organizational_theory ;
dbp:knownFor dbr:Organizational_theory ;
dbo:knownFor dbr:Organizational_theory .
dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Alfred_North_Whitehead dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:List_of_business_theorists dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Yong_Lee dbo:wikiPageWikiLink dbr:Organizational_theory .
@prefix foaf: .
@prefix wikipedia-en: .
wikipedia-en:Organizational_theory foaf:primaryTopic dbr:Organizational_theory .
dbr:Hierarchy dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Environmental_velocity dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Organisational_routines dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Organizational_identity dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Strategic_management dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Therapeutic_community dbo:wikiPageWikiLink dbr:Organizational_theory .
dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Cartel_theory dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Samuel_Culbert dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:NK_model dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Organisational_theory dbo:wikiPageWikiLink dbr:Organizational_theory ;
dbo:wikiPageRedirects dbr:Organizational_theory .
dbr:Business_theorist dbo:wikiPageWikiLink dbr:Organizational_theory ;
dbo:wikiPageRedirects dbr:Organizational_theory .
@prefix rdfs: .
dbr:Organization rdfs:seeAlso dbr:Organizational_theory ;
dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Neil_Fligstein dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Organization_theory dbo:wikiPageWikiLink dbr:Organizational_theory ;
dbo:wikiPageRedirects dbr:Organizational_theory .
dbr:Education_sciences dbo:wikiPageWikiLink dbr:Organizational_theory .
dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:History_of_organizations dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Fons_Trompenaars dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Tavistock_and_Portman_NHS_Foundation_Trust dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Reinventing_Organizations dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Management dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Knowledge_transfer dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Groupthink dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Elinor_Ostrom dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Bloomberg_Distinguished_Professorships dbo:wikiPageWikiLink dbr:Organizational_theory .
dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Simulated_Society dbo:wikiPageWikiLink dbr:Organizational_theory .
dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Thomas_Vietorisz dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Mark_Mizruchi dbo:wikiPageWikiLink dbr:Organizational_theory ;
dbo:knownFor dbr:Organizational_theory .
dbr:Tormod_Lunde dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Philip_Selznick dbo:wikiPageWikiLink dbr:Organizational_theory .
dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Organizational_adaptation dbo:wikiPageWikiLink dbr:Organizational_theory .
dbo:wikiPageWikiLink dbr:Organizational_theory ;
dbo:academicDiscipline dbr:Organizational_theory ;
dbp:field dbr:Organizational_theory .
dbr:Management_consulting dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Emlyon_Business_School dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:History_of_business_architecture dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Abjection dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Contingency_theory dbo:wikiPageWikiLink dbr:Organizational_theory .
dbo:wikiPageWikiLink dbr:Organizational_theory ;
dbo:academicDiscipline dbr:Organizational_theory ;
dbp:fields dbr:Organizational_theory .
dbr:Barry_Bozeman dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Decoupling_and_re-coupling dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Linda_Smircich dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Stewart_Clegg dbo:wikiPageWikiLink dbr:Organizational_theory .
dbo:wikiPageWikiLink dbr:Organizational_theory ;
dbp:knownFor dbr:Organizational_theory ;
dbo:knownFor dbr:Organizational_theory .
dbr:Steen_Hildebrandt dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Structure_chart dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Mass_line dbo:wikiPageWikiLink dbr:Organizational_theory .
@prefix owl: .
owl:differentFrom dbr:Organizational_theory .
dbr:Organization_studies dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:School_of_Public_Policy_and_Administration dbo:wikiPageWikiLink dbr:Organizational_theory .
dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Symbolic_communication dbo:wikiPageWikiLink dbr:Organizational_theory .
dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Teal_organisation dbo:wikiPageWikiLink dbr:Organizational_theory .
dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Andrew_Ure dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Dynamic_capabilities dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Business_development dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Outline_of_sociology dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Role dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Strategic_human_resource_planning dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Research_question dbo:wikiPageWikiLink dbr:Organizational_theory .
dbo:wikiPageWikiLink dbr:Organizational_theory .
dbo:wikiPageWikiLink dbr:Organizational_theory .
dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Arthur_Kroeger_College_of_Public_Affairs dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Nicolas_Valcik dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Philip_Kotler dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Human_resource_management dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Organizational_ethics dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Systems_theory dbo:wikiPageWikiLink dbr:Organizational_theory .
dbr:Jan_de_Quay dbo:wikiPageWikiLink dbr:Organizational_theory .
@prefix rdf: .
dbr:Organizational_theory rdf:type owl:Thing ;
rdfs:label "\u7D44\u7E54\u8AD6"@ja ,
"Organizational theory"@en ,
"Organisatiekunde"@nl ,
"Teorias da administra\u00E7\u00E3o"@pt ,
"\u0422\u0435\u043E\u0440\u0456\u044F \u043E\u0440\u0433\u0430\u043D\u0456\u0437\u0430\u0446\u0456\u0439"@uk ,
"Organisationsteori"@sv ,
"Th\u00E9orie des organisations"@fr ,
"\uC870\uC9C1\uC774\uB860"@ko ,
"\u0646\u0638\u0631\u064A\u0629 \u062A\u0646\u0638\u064A\u0645\u064A\u0629"@ar ,
"\u0422\u0435\u043E\u0440\u0438\u044F \u043E\u0440\u0433\u0430\u043D\u0438\u0437\u0430\u0446\u0438\u0439"@ru ,
"Teoria organizacji"@pl ,
"Organisationstheorie"@de ,
"Perilaku keorganisasian"@in ;
rdfs:comment "\u0422\u0435\u043E\u0301\u0440\u0456\u044F \u043E\u0440\u0433\u0430\u043D\u0456\u0437\u0430\u0301\u0446\u0456\u0457 (\u0430\u043D\u0433\u043B. Organization theory) \u2014 \u0454 \u0441\u0438\u0441\u0442\u0435\u043C\u043E\u044E \u0437\u043D\u0430\u043D\u044C \u043F\u0440\u043E \u0437\u0430\u043A\u043E\u043D\u043E\u043C\u0456\u0440\u043D\u043E\u0441\u0442\u0456 \u0444\u0443\u043D\u043A\u0446\u0456\u043E\u043D\u0443\u0432\u0430\u043D\u043D\u044F \u0442\u0430 \u0440\u043E\u0437\u0432\u0438\u0442\u043A\u0443 \u043E\u0440\u0433\u0430\u043D\u0456\u0437\u0430\u0446\u0456\u0439\u043D\u0438\u0445 \u0432\u0456\u0434\u043D\u043E\u0441\u0438\u043D \u0432 \u043F\u0440\u0438\u0440\u043E\u0434\u0456 \u0442\u0430 \u0441\u0443\u0441\u043F\u0456\u043B\u044C\u0441\u0442\u0432\u0456. \u0411\u0456\u043B\u044C\u0448\u0456\u0441\u0442\u044C \u0440\u043E\u0431\u0456\u0442 \u0437 \u0442\u0435\u043E\u0440\u0456\u0457 \u043E\u0440\u0433\u0430\u043D\u0456\u0437\u0430\u0446\u0456\u0457 \u043D\u0430\u043F\u0438\u0441\u0430\u043D\u0430 \u0432\u0447\u0435\u043D\u0438\u043C\u0438 \u0437 \u0434\u0438\u0441\u0446\u0438\u043F\u043B\u0456\u043D \u0441\u043E\u0446\u0456\u043E\u043B\u043E\u0433\u0456\u0457, \u0443\u043F\u0440\u0430\u0432\u043B\u0456\u043D\u043D\u044F \u0431\u0456\u0437\u043D\u0435\u0441\u043E\u043C \u0442\u0430 \u0435\u043A\u043E\u043D\u043E\u043C\u0456\u043A\u0438. \u0412\u043E\u043D\u0438 \u0437\u043E\u0441\u0435\u0440\u0435\u0434\u0438\u043B\u0438 \u043E\u0441\u043D\u043E\u0432\u043D\u0443 \u0443\u0432\u0430\u0433\u0443 \u043D\u0430 \u0430\u043D\u0430\u043B\u0456\u0437\u0456 \u0442\u0430 \u0442\u0435\u043E\u0440\u0435\u0442\u0438\u0437\u0443\u0432\u0430\u043D\u043D\u0456 \u0431\u0456\u0437\u043D\u0435\u0441-\u0444\u0456\u0440\u043C, \u0430 \u043E\u0441\u0442\u0430\u043D\u043D\u0456\u043C \u0447\u0430\u0441\u043E\u043C \u2013 \u0430\u0441\u043E\u0446\u0456\u0430\u0446\u0456\u0439 \u0442\u0430 \u043D\u0435\u043A\u043E\u043C\u0435\u0440\u0446\u0456\u0439\u043D\u0438\u0445 \u043E\u0440\u0433\u0430\u043D\u0456\u0437\u0430\u0446\u0456\u0439. \u041B\u0456\u0442\u0435\u0440\u0430\u0442\u0443\u0440\u0430 \u0437 \u0442\u0435\u043E\u0440\u0456\u0457 \u043E\u0440\u0433\u0430\u043D\u0456\u0437\u0430\u0446\u0456\u0457 \u0432 \u043F\u0435\u0440\u0448\u0443 \u0447\u0435\u0440\u0433\u0443 \u0437\u0430\u0439\u043C\u0430\u0454\u0442\u044C\u0441\u044F \u043F\u043E\u044F\u0441\u043D\u0435\u043D\u043D\u044F\u043C \u043E\u0440\u0433\u0430\u043D\u0456\u0437\u0430\u0446\u0456\u0439\u043D\u043E\u0457 \u0441\u0442\u0440\u0443\u043A\u0442\u0443\u0440\u0438, \u043F\u0440\u043E\u0434\u0443\u043A\u0442\u0438\u0432\u043D\u043E\u0441\u0442\u0456 \u0442\u0430 \u0440\u043E\u0437\u0432\u0438\u0442\u043A\u0443. \u041D\u0430\u0443\u043A\u043E\u0432\u0446\u0456 \u0432 \u0446\u0456\u0439 \u0433\u0430\u043B\u0443\u0437\u0456 \u043C\u0430\u044E\u0442\u044C \u043D\u0430 \u043C\u0435\u0442\u0456 \u0440\u043E\u0437\u0440\u043E\u0431\u0438\u0442\u0438 \u0437\u0430\u0433\u0430\u043B\u044C\u043D\u0443 \u0442\u0435\u043E\u0440\u0456\u044E \u043E\u0440\u0433\u0430\u043D\u0456\u0437\u0430\u0446\u0456\u0457 \u0442\u0430 \u0430\u043D\u0430\u043B\u0456\u0442\u0438\u0447\u043D\u0456 \u0456\u043D\u0441\u0442\u0440\u0443\u043C\u0435\u043D\u0442\u0438, \u044F\u043A\u0456 \u043F\u0440\u0438\u0437\u043D\u0430\u0447\u0435\u043D\u0456 \u0434\u043B\u044F \u0437\u0430\u0441\u0442\u043E\u0441\u0443\u0432\u0430\u043D\u043D\u044F \u0434\u043E \u0432\u0441\u0456\u0445 \u0442\u0438\u043F\u0456\u0432 \u043E\u0444\u0456\u0446\u0456\u0439\u043D\u0438\u0445 \u043E\u0440\u0433\u0430\u043D\u0456\u0437\u0430\u0446\u0456\u0439, \u0443 \u0442\u043E\u043C\u0443 \u0447\u0438\u0441\u043B\u0456 \u0432 \u0434\u0435\u0440\u0436\u0430\u0432\u043D\u043E\u043C\u0443 \u0441\u0435\u043A\u0442\u043E\u0440\u0456."@uk ,
"\u0422\u0435\u043E\u0440\u0438\u044F \u043E\u0440\u0433\u0430\u043D\u0438\u0437\u0430\u0446\u0438\u0439 \u2014 \u044D\u0442\u043E \u0441\u043E\u0446\u0438\u043E\u043B\u043E\u0433\u0438\u0447\u0435\u0441\u043A\u043E\u0435 \u0438\u0437\u0443\u0447\u0435\u043D\u0438\u0435 \u0444\u043E\u0440\u043C\u0430\u043B\u044C\u043D\u044B\u0445 \u043E\u0431\u0449\u0435\u0441\u0442\u0432\u0435\u043D\u043D\u044B\u0445 \u043E\u0440\u0433\u0430\u043D\u0438\u0437\u0430\u0446\u0438\u0439, \u0442\u0430\u043A\u0438\u0445 \u043A\u0430\u043A \u0431\u0438\u0437\u043D\u0435\u0441 \u0438 \u0431\u044E\u0440\u043E\u043A\u0440\u0430\u0442\u0438\u044F, \u0438 \u0438\u0445 \u0432\u0437\u0430\u0438\u043C\u043E\u0441\u0432\u044F\u0437\u0438 \u0441 \u043E\u043A\u0440\u0443\u0436\u0430\u044E\u0449\u0435\u0439 \u0441\u0440\u0435\u0434\u043E\u0439, \u0432 \u043A\u043E\u0442\u043E\u0440\u043E\u0439 \u043E\u043D\u0438 \u0440\u0430\u0431\u043E\u0442\u0430\u044E\u0442. \u041E\u043D\u0430 \u0434\u043E\u043F\u043E\u043B\u043D\u044F\u0435\u0442 \u0438\u0441\u0441\u043B\u0435\u0434\u043E\u0432\u0430\u043D\u0438\u044F \u043E\u0440\u0433\u0430\u043D\u0438\u0437\u0430\u0446\u0438\u043E\u043D\u043D\u043E\u0433\u043E \u043F\u043E\u0432\u0435\u0434\u0435\u043D\u0438\u044F \u0438 \u0443\u043F\u0440\u0430\u0432\u043B\u0435\u043D\u0438\u044F \u043F\u0435\u0440\u0441\u043E\u043D\u0430\u043B\u043E\u043C."@ru ,
"Perilaku keorganisasian adalah suatu disiplin ilmu yang mempelajari tentang perilaku tingkat individu dan tingkat kelompok dalam suatu organisasi serta dampaknya terhadap kinerja (baik kinerja individual, kelompok, maupun organisasi). Perilaku keorganisasian juga dikenal sebagai studi tentang organisasi. Studi ini adalah sebuah bidang telaah akademik khusus yang mempelajari organisasi, dengan memanfaatkan metode-metode dari ekonomi, sosiologi, ilmu politik, antropologi dan psikologi. Disiplin-disiplin lain yang terkait dengan studi ini adalah studi tentang sumber daya manusia dan psikologi industri."@in ,
"Teoria organizacji \u2013 interdyscyplinarna cz\u0119\u015B\u0107 nauk spo\u0142ecznych. Jest dyscyplin\u0105 pomocnicz\u0105 dla takich dyscyplin naukowych jak: socjologia (np. oddzia\u0142ywanie organizacji na \u017Cycie rodzinne, religijne, polityczne, kulturalne), zarz\u0105dzanie (np. organizacyjne uwarunkowania proces\u00F3w i ich efektywno\u015B\u0107), ekonomia (np. organizacje przetwarzaj\u0105ce informacje uczestnik\u00F3w r\u00F3\u017Cnych rynk\u00F3w). Teoria organizacji jest nauk\u0105 empiryczn\u0105, opart\u0105 na do\u015Bwiadczeniu i na rozumowaniu indukcyjnym i jak inne nauki spo\u0142eczne jest wieloparadygmatyczna i uznaj\u0105ca za prawomocne r\u00F3\u017Cne punkty widzenia."@pl ,
"Como consequ\u00EAncia da Revolu\u00E7\u00E3o Industrial, segundo Chiavenato (2003), houve um crescimento desordenado e ca\u00F3tico das empresas. Os recursos eram mal aproveitados e desorganizados, portanto havia a necessidade de aumento da efici\u00EAncia e de substitui\u00E7\u00E3o do empirismo por m\u00E9todos cient\u00EDficos, que assim poderiam ser comprovados por cientistas."@pt ,
"Organisationstheorien haben den Zweck, Organisationen, ihr Entstehen, ihr Bestehen und ihre Funktionsweise zu erkl\u00E4ren."@de ,
"A theory involves concepts or constructs that are related in such a way as to explain why certain phenomena occur. An organizational theory involves a set of concepts/constructs that are related to each other and explain how individuals behave in social units we call organizations. Organizational theory also attempts to explain how interrelated units of organization do or do not connect with each other. Organizational theory also concerns understanding how groups of individuals behave, which may differ from the behavior of an individual. The behavior organizational theory often focuses on is goal-directed. Organizational theory can cover intra-organizational as well as inter-organizational fields of study."@en ,
"\uC544\uB798\uB294 \uC870\uC9C1 \uC774\uB860\uC5D0 \uAD00\uD55C \uB0B4\uC6A9\uC774\uB2E4."@ko ,
"\u062A\u062A\u0643\u0648\u0646 \u0627\u0644\u0646\u0638\u0631\u064A\u0629 \u0627\u0644\u062A\u0646\u0638\u064A\u0645\u064A\u0629 \u0645\u0646 \u0645\u0646\u0627\u0647\u062C \u0639\u062F\u064A\u062F\u0629 \u0644\u0644\u062A\u062D\u0644\u064A\u0644 \u0627\u0644\u062A\u0646\u0638\u064A\u0645\u064A. \u062A\u0639\u0631\u0651\u0641 \u0627\u0644\u0645\u0646\u0638\u0645\u0627\u062A \u0639\u0644\u0649 \u0623\u0646\u0647\u0627 \u0648\u062D\u062F\u0627\u062A \u0627\u062C\u062A\u0645\u0627\u0639\u064A\u0629 \u0644\u0645\u062C\u0645\u0648\u0639\u0629 \u0645\u0646 \u0627\u0644\u0623\u0634\u062E\u0627\u0635 \u0627\u0644\u0645\u0646\u0638\u064E\u0645\u064A\u0646 \u0627\u0644\u0645\u062F\u0627\u0631\u064A\u0646 \u0644\u062A\u0644\u0628\u064A\u0629 \u062D\u0627\u062C\u0629 \u0645\u0639\u064A\u0646\u0629\u060C \u0623\u0648 \u0644\u062A\u062D\u0642\u064A\u0642 \u0627\u0644\u0623\u0647\u062F\u0627\u0641 \u0627\u0644\u062C\u0645\u0627\u0639\u064A\u0629. \u062A\u0634\u0645\u0644 \u0627\u0644\u0646\u0638\u0631\u064A\u0629 \u0627\u0644\u062A\u0646\u0638\u064A\u0645\u064A\u0629 \u0645\u0646\u0638\u0648\u0631 \u0627\u0644\u062A\u0646\u0638\u064A\u0645 \u0627\u0644\u0645\u0646\u0637\u0642\u064A\u060C \u0648\u062A\u0642\u0633\u064A\u0645 \u0627\u0644\u0639\u0645\u0644\u060C \u0648\u0627\u0644\u0646\u0638\u0631\u064A\u0629 \u0627\u0644\u0628\u064A\u0631\u0648\u0642\u0631\u0627\u0637\u064A\u0629\u060C \u0648\u0627\u0644\u0646\u0638\u0631\u064A\u0629 \u0627\u0644\u0638\u0631\u0641\u064A\u0629."@ar ,
"De organisatiekunde of organisatieleer is een tak van wetenschap die zich bezighoudt met het bestuderen van het gedrag van organisaties, de factoren die dit gedrag veroorzaken en hoe deze organisaties het meest doeltreffend bestuurd kunnen worden. Het is mede gericht op de ontwikkeling van methoden en technieken voor organisatie-analyse en -ontwerp. Het wordt tegenwoordig wel gerekend tot de bedrijfskunde en is nauw verband met arbeids- en organisatiepsychologie en bedrijfseconomie."@nl ,
"La th\u00E9orie des organisations (Organizational theory) est une discipline qui \u00E9tudie les organisations, aussi bien marchandes que non-marchandes, dans toutes leurs diversit\u00E9s (entreprise, h\u00F4pital, syndicat, association, administration, conventions, ...) pour en analyser le , la structure et le d\u00E9veloppement \u00E0 des fins de meilleure compr\u00E9hension, en vue le cas \u00E9ch\u00E9ant d'\u00EAtre en mesure de proposer leur correction ou am\u00E9lioration. La discipline est situ\u00E9e \u00E0 la limite entre l'\u00E9conomie des organisations, la sociologie des organisations, la science politique, et les sciences de gestion."@fr ,
"Organisationsteori utg\u00F6rs av l\u00E4ran om organisationer. Det innefattar en eller flera av f\u00F6ljande: \n* att f\u00F6rst\u00E5 och beskriva organisationer \n* att f\u00F6rklara organisationer eller delar d\u00E4rav (framv\u00E4xt, utbredning, f\u00F6r\u00E4ndring, funktion, etcetera) \n* att f\u00F6r\u00E4ndra och p\u00E5verka organisationer"@sv ,
"\u7D44\u7E54\u8AD6\uFF08\u305D\u3057\u304D\u308D\u3093\uFF09\u306F\u3001\u793E\u4F1A\u79D1\u5B66\u4E0A\u306E\u7D44\u7E54\u3092\u7814\u7A76\u3059\u308B\u5B66\u554F\u3002\u7D44\u7E54\u79D1\u5B66\u3068\u3082\u3044\u3046\u3002 \u7D44\u7E54\u8AD6\u306F\u793E\u4F1A\u5B66\u3001\u653F\u6CBB\u5B66\u3001\u5FC3\u7406\u5B66\u3001\u7D4C\u55B6\u5B66\u306A\u3069\u306B\u3088\u308B\u5B66\u969B\u7684\u306A\u7814\u7A76\u3067\u3042\u308B\u3002\u7D44\u7E54\u904B\u55B6\u306E\u3042\u308A\u65B9\u306B\u95A2\u3059\u308B\u8AD6\u306F\u30D7\u30E9\u30C8\u30F3\u306E\u300E\u56FD\u5BB6\u300F\u3092\u306F\u3058\u3081\u53E4\u4EE3\u304B\u3089\u307F\u3089\u308C\u305F\u304C\u3001\u73FE\u4EE3\u7684\u306A\u7D44\u7E54\u8AD6\u306F\u300120\u4E16\u7D00\u306E\u521D\u671F\u3001\u8ECD\u968A\u3084\u5DE5\u5834\u306E\u3088\u3046\u306A\u7D44\u7E54\u304C\u5DE8\u5927\u5316\u3059\u308B\u306B\u3064\u308C\u3066\u95A2\u5FC3\u304C\u5F37\u307E\u308A\u672C\u683C\u7684\u306B\u7814\u7A76\u3055\u308C\u308B\u3088\u3046\u306B\u306A\u3063\u305F\u3002 \u30DE\u30C3\u30AF\u30B9\u30FB\u30F4\u30A7\u30FC\u30D0\u30FC\u306F\u5408\u7406\u7684\u306A\u7D44\u7E54\u306B\u307F\u3089\u308C\u308B\u7279\u8CEA\u3092\u5B98\u50DA\u5236\u3067\u3042\u308B\u3068\u6307\u6458\u3057\u305F\u3002\u8FD1\u4EE3\u5B98\u50DA\u5236\u306F\u3001\u6A29\u9650\u7BC4\u56F2\u306E\u660E\u78BA\u5316\u3001\u7D44\u7E54\u306E\u968E\u5C64\u5316\u3001\u7D44\u7E54\u306E\u5C02\u9580\u5316\u3001\u6587\u66F8\u306B\u3088\u308B\u30B3\u30DF\u30E5\u30CB\u30B1\u30FC\u30B7\u30E7\u30F3\u306A\u3069\u3092\u7279\u5FB4\u3068\u3057\u3001\u512A\u308C\u305F\u6A5F\u68B0\u306E\u3088\u3046\u306A\u6280\u8853\u7684\u5353\u8D8A\u6027\u304C\u3042\u308B\u3068\u8003\u3048\u3089\u308C\u305F\u3002\u540C\u3058\u3053\u308D\u30D5\u30EC\u30C7\u30EA\u30C3\u30AF\u30FB\u30C6\u30A4\u30E9\u30FC\u306F\u3001\u5DE5\u5834\u52B4\u50CD\u8005\u3092\u6A5F\u68B0\u306E\u4E00\u90E8\u306E\u3088\u3046\u306B\u3068\u3089\u3048\u3066\u7BA1\u7406\u3059\u308B\u79D1\u5B66\u7684\u7BA1\u7406\u6CD5\u3092\u63D0\u5531\u3057\u3001\u5927\u91CF\u751F\u7523\u4F53\u5236\u306E\u78BA\u7ACB\u306B\u8CA2\u732E\u3057\u52B4\u50CD\u30B3\u30B9\u30C8\u306E\u524A\u6E1B\u306B\u6210\u529F\u3057\u305F\u3002 \u3060\u304C\u79D1\u5B66\u7684\u7BA1\u7406\u6CD5\u306E\u3082\u3068\u3067\u52B4\u50CD\u8005\u304C\u5F37\u3044\u3089\u308C\u308B\u5358\u7D14\u4F5C\u696D\u306F\u904E\u9177\u306A\u3082\u306E\u3067\u3042\u3063\u305F\u3002\u30A8\u30EB\u30C8\u30F3\u30FB\u30E1\u30A4\u30E8\u30FC\u306F1927\u5E74\u304B\u3089\u306E5\u5E74\u9593\u306B\u30DB\u30FC\u30BD\u30F3\u5B9F\u9A13\u3068\u547C\u3070\u308C\u308B\u5B9F\u5730\u8ABF\u67FB\u3092\u884C\u3044\u3001\u52B4\u50CD\u8005\u306E\u52E4\u52B4\u610F\u6B32\u306E\u7DAD\u6301\u304C\u7D44\u7E54\u6D3B\u6027\u5316\u306B\u4E0D\u53EF\u6B20\u3067\u3042\u308B\u3053\u3068\u3092\u660E\u3089\u304B\u306B\u3059\u308B\u3002\u3053\u306E\u6D41\u308C\u3092\u53D7\u3051\u305F\u30C1\u30A7\u30B9\u30BF\u30FC\u30FB\u30D0\u30FC\u30CA\u30FC\u30C9\u306F\u3001\u7D44\u7E54\u306E\u6210\u7ACB\u306B\u306F\u3001\u500B\u4EBA\u306E\u52AA\u529B\u3092\u7D44\u7E54\u76EE\u7684\u306B\u5BC4\u4E0E\u3059\u308B\u610F\u5FD7\u300C\u5354\u50CD\u610F\u5FD7\u300D\u3068\u3001\u76EE\u7684\u306A\u3057\u306B\u7D44\u7E54\u306F\u751F\u307E\u308C\u306A\u3044\u304B\u3089\u300C\u5171\u901A\u306E\u76EE\u7684\u300D\u3001\u3055\u3089\u306B\u7D44\u7E54\u306E\u8AF8\u8981\u7D20\u3092\u7D50\u5408\u3059\u308B\u300C\u30B3\u30DF\u30E5\u30CB\u30B1\u30FC\u30B7\u30E7\u30F3\u300D\u306E3\u3064\u306E\u8981\u7D20\u304C\u5FC5\u8981\u3067\u3042\u308B\u3068\u8AD6\u3058\u305F\u3002"@ja ;
owl:differentFrom .
@prefix dcterms: .
@prefix dbc: .
dbr:Organizational_theory dcterms:subject dbc:Organizational_theory ,
dbc:Sociological_theories ,
dbc:Social_theories ;
dbo:abstract "\u062A\u062A\u0643\u0648\u0646 \u0627\u0644\u0646\u0638\u0631\u064A\u0629 \u0627\u0644\u062A\u0646\u0638\u064A\u0645\u064A\u0629 \u0645\u0646 \u0645\u0646\u0627\u0647\u062C \u0639\u062F\u064A\u062F\u0629 \u0644\u0644\u062A\u062D\u0644\u064A\u0644 \u0627\u0644\u062A\u0646\u0638\u064A\u0645\u064A. \u062A\u0639\u0631\u0651\u0641 \u0627\u0644\u0645\u0646\u0638\u0645\u0627\u062A \u0639\u0644\u0649 \u0623\u0646\u0647\u0627 \u0648\u062D\u062F\u0627\u062A \u0627\u062C\u062A\u0645\u0627\u0639\u064A\u0629 \u0644\u0645\u062C\u0645\u0648\u0639\u0629 \u0645\u0646 \u0627\u0644\u0623\u0634\u062E\u0627\u0635 \u0627\u0644\u0645\u0646\u0638\u064E\u0645\u064A\u0646 \u0627\u0644\u0645\u062F\u0627\u0631\u064A\u0646 \u0644\u062A\u0644\u0628\u064A\u0629 \u062D\u0627\u062C\u0629 \u0645\u0639\u064A\u0646\u0629\u060C \u0623\u0648 \u0644\u062A\u062D\u0642\u064A\u0642 \u0627\u0644\u0623\u0647\u062F\u0627\u0641 \u0627\u0644\u062C\u0645\u0627\u0639\u064A\u0629. \u062A\u0634\u0645\u0644 \u0627\u0644\u0646\u0638\u0631\u064A\u0629 \u0627\u0644\u062A\u0646\u0638\u064A\u0645\u064A\u0629 \u0645\u0646\u0638\u0648\u0631 \u0627\u0644\u062A\u0646\u0638\u064A\u0645 \u0627\u0644\u0645\u0646\u0637\u0642\u064A\u060C \u0648\u062A\u0642\u0633\u064A\u0645 \u0627\u0644\u0639\u0645\u0644\u060C \u0648\u0627\u0644\u0646\u0638\u0631\u064A\u0629 \u0627\u0644\u0628\u064A\u0631\u0648\u0642\u0631\u0627\u0637\u064A\u0629\u060C \u0648\u0627\u0644\u0646\u0638\u0631\u064A\u0629 \u0627\u0644\u0638\u0631\u0641\u064A\u0629. \u0647\u0646\u0627\u0643 \u062C\u0632\u0621\u0627\u0646 \u0645\u0647\u0645\u0627\u0646 \u0641\u064A \u0646\u0638\u0627\u0645 \u0627\u0644\u062A\u0646\u0638\u064A\u0645 \u0627\u0644\u0645\u0646\u0637\u0642\u064A: \u0627\u0644\u0623\u0647\u062F\u0627\u0641 \u0627\u0644\u0645\u062D\u062F\u062F\u0629\u060C \u0648\u0627\u0644\u0637\u0627\u0628\u0639 \u0627\u0644\u0631\u0633\u0645\u064A. \u062A\u0642\u0633\u064A\u0645 \u0627\u0644\u0639\u0645\u0644 \u0647\u0648 \u062A\u062E\u0635\u0635 \u0623\u062F\u0648\u0627\u0631 \u0627\u0644\u0639\u0645\u0644 \u0627\u0644\u0641\u0631\u062F\u064A\u0629 \u0627\u0644\u0645\u0631\u062A\u0628\u0637\u0629 \u0628\u0632\u064A\u0627\u062F\u0629 \u0627\u0644\u0625\u0646\u062A\u0627\u062C \u0648\u0627\u0644\u062A\u062C\u0627\u0631\u0629. \u064A\u0642\u0648\u0644 \u0641\u0631\u0627\u0646\u0643 \u062F\u0648\u0628\u0631 \u0645\u0646\u0638\u0650\u0651\u0631 \u0627\u0644\u062A\u062D\u062F\u064A\u062B: \u00AB\u0625\u0646 \u0627\u0644\u0645\u0624\u0633\u0633\u0627\u062A \u0627\u0644\u062D\u062F\u064A\u062B\u0629 \u0630\u0627\u062A \u0647\u062F\u0641 \u0645\u062D\u062F\u062F \u0628\u0634\u0641\u0627\u0641\u064A\u0629 \u0648\u0623\u0646\u0646\u0627 \u0641\u064A \u0648\u0633\u0637 \u062A\u0642\u062F\u0645 \u062A\u0637\u0648\u0631\u064A \u0646\u062D\u0648 \u0623\u0634\u0643\u0627\u0644 \u0623\u0643\u062B\u0631 \u0643\u0641\u0627\u0621\u0629\u00BB. \u064A\u062A\u0645\u064A\u0632 \u0645\u0641\u0647\u0648\u0645 \u0645\u0627\u0643\u0633 \u0641\u064A\u0628\u0631 \u0639\u0646 \u0627\u0644\u0628\u064A\u0631\u0648\u0642\u0631\u0627\u0637\u064A\u0629 \u0628\u0648\u062C\u0648\u062F \u0648\u0638\u0627\u0626\u0641 \u063A\u064A\u0631 \u0634\u062E\u0635\u064A\u0629 \u062A\u0643\u062A\u0633\u0628 \u0648\u0644\u0627 \u062A\u0648\u0631\u062B\u060C \u0648\u062A\u062A\u062E\u0630 \u0642\u0631\u0627\u0631\u0627\u062A \u062A\u062D\u0643\u0645\u0647\u0627 \u0627\u0644\u0642\u0648\u0627\u0639\u062F\u060C \u0648\u0627\u0644\u0643\u0641\u0627\u0621\u0629 \u0627\u0644\u0645\u0647\u0646\u064A\u0629\u060C \u0648\u0633\u0644\u0633\u0644\u0629 \u0627\u0644\u0642\u064A\u0627\u062F\u0629\u060C \u0648\u0627\u0644\u0645\u0633\u0624\u0648\u0644\u064A\u0629 \u0627\u0644\u0645\u062D\u062F\u062F\u0629\u060C \u0648\u0627\u0644\u0633\u0644\u0637\u0629 \u0627\u0644\u0645\u062D\u062F\u0648\u062F\u0629. \u062A\u0646\u0635 \u0627\u0644\u0646\u0638\u0631\u064A\u0629 \u0627\u0644\u0638\u0631\u0641\u064A\u0629 \u0639\u0644\u0649 \u0623\u0646\u0647 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\u0648\u0627\u0644\u0642\u0636\u0627\u064A\u0627 \u0627\u0644\u062A\u064A \u064A\u062C\u0628 \u0623\u0646 \u062A\u062A\u0646\u0627\u0648\u0644\u0647\u0627 \u0646\u0641\u0633\u0647\u0627 (\u0645\u062B\u0644 \u0627\u0644\u0623\u0633\u0644\u0648\u0628 \u0627\u0644\u0625\u0634\u0631\u0627\u0641\u064A \u0648\u0627\u0644\u062B\u0642\u0627\u0641\u0629 \u0627\u0644\u062A\u0646\u0638\u064A\u0645\u064A\u0629)\u060C \u0648\u0627\u0644\u0645\u0641\u0627\u0647\u064A\u0645 \u0648\u0627\u0644\u0645\u062A\u063A\u064A\u0631\u0627\u062A \u0627\u0644\u062A\u064A \u064A\u062C\u0628 \u0623\u0646 \u062A\u062F\u062E\u0644 \u0641\u064A \u0645\u062B\u0644 \u0647\u0630\u0647 \u0627\u0644\u0646\u0638\u0631\u064A\u0629."@ar ,
"A theory involves concepts or constructs that are related in such a way as to explain why certain phenomena occur. An organizational theory involves a set of concepts/constructs that are related to each other and explain how individuals behave in social units we call organizations. Organizational theory also attempts to explain how interrelated units of organization do or do not connect with each other. Organizational theory also concerns understanding how groups of individuals behave, which may differ from the behavior of an individual. The behavior organizational theory often focuses on is goal-directed. Organizational theory can cover intra-organizational as well as inter-organizational fields of study. In the early 20th century, theories of organizations initially took a rational perspective but have since become more diverse. In a rational organization system, there are two significant parts: Specificity of Goals and Formalization. The division of labor is the specialization of individual labor roles, associated with increasing output and trade. Modernization theorist Frank Dobbin wrote that \"modern institutions are transparently purposive and that we are in the midst of an extraordinary progression towards more efficiency.\" Max Weber's conception of bureaucracy is characterized by the presence of impersonal positions that are earned and not inherited, rule-governed decision-making, professionalism, chain of command, defined responsibility, and bounded authority. Contingency theory holds that an organization must try to maximize performance by minimizing the effects of varying environmental and internal constraints. Dwight Waldo in 1978 wrote that \"[o]rganization theory is characterized by vogues, heterogeneity, claims and counterclaims.\" Organization theory cannot be described as an orderly progression of ideas or a unified body of knowledge in which each development builds carefully on and extends the one before it. Rather, developments in theory and descriptions for practice show disagreement about the purposes and uses of a theory of organization, the issues to which it should address itself (such as supervisory style and organizational culture), and the concepts and variables that should enter into such a theory."@en ,
"\uC544\uB798\uB294 \uC870\uC9C1 \uC774\uB860\uC5D0 \uAD00\uD55C \uB0B4\uC6A9\uC774\uB2E4."@ko ,
"La th\u00E9orie des organisations (Organizational theory) est une discipline qui \u00E9tudie les organisations, aussi bien marchandes que non-marchandes, dans toutes leurs diversit\u00E9s (entreprise, h\u00F4pital, syndicat, association, administration, conventions, ...) pour en analyser le , la structure et le d\u00E9veloppement \u00E0 des fins de meilleure compr\u00E9hension, en vue le cas \u00E9ch\u00E9ant d'\u00EAtre en mesure de proposer leur correction ou am\u00E9lioration. La discipline est situ\u00E9e \u00E0 la limite entre l'\u00E9conomie des organisations, la sociologie des organisations, la science politique, et les sciences de gestion. Les grands th\u00E8mes de cette discipline sont le pouvoir, les relations et rapports sociaux, l'analyse des configurations et la communication dans les groupes. Son d\u00E9veloppement a suivi les \u00E9volutions politico-sociales du XXe si\u00E8cle, s'articulant selon les auteurs autour d'\u00E9tudes empiriques ou de travaux largement th\u00E9oriques. En \u00E9conomie, on \u00E9tudie l'ensemble des arrangements institutionnels permettant la mise en \u0153uvre de la production et l'\u00E9change de biens et de services. Dans un sens plus restreint, l'\u00E9conomie des organisations consiste dans l'\u00E9tude de l'organisation comme entit\u00E9 \u00E9conomique sp\u00E9cifique, l'entreprise \u00E9tant l'organisation analys\u00E9e de mani\u00E8re privil\u00E9gi\u00E9e."@fr ,
"Teoria organizacji \u2013 interdyscyplinarna cz\u0119\u015B\u0107 nauk spo\u0142ecznych. Jest dyscyplin\u0105 pomocnicz\u0105 dla takich dyscyplin naukowych jak: socjologia (np. oddzia\u0142ywanie organizacji na \u017Cycie rodzinne, religijne, polityczne, kulturalne), zarz\u0105dzanie (np. organizacyjne uwarunkowania proces\u00F3w i ich efektywno\u015B\u0107), ekonomia (np. organizacje przetwarzaj\u0105ce informacje uczestnik\u00F3w r\u00F3\u017Cnych rynk\u00F3w). Teoria organizacji jest nauk\u0105 empiryczn\u0105, opart\u0105 na do\u015Bwiadczeniu i na rozumowaniu indukcyjnym i jak inne nauki spo\u0142eczne jest wieloparadygmatyczna i uznaj\u0105ca za prawomocne r\u00F3\u017Cne punkty widzenia."@pl ,
"Como consequ\u00EAncia da Revolu\u00E7\u00E3o Industrial, segundo Chiavenato (2003), houve um crescimento desordenado e ca\u00F3tico das empresas. Os recursos eram mal aproveitados e desorganizados, portanto havia a necessidade de aumento da efici\u00EAncia e de substitui\u00E7\u00E3o do empirismo por m\u00E9todos cient\u00EDficos, que assim poderiam ser comprovados por cientistas. Esse contexto foi prop\u00EDcio para que surgissem quase paralelamente as escolas pioneiras da Administra\u00E7\u00E3o: a Administra\u00E7\u00E3o Cient\u00EDfica e a Teoria Cl\u00E1ssica. O fundador da Administra\u00E7\u00E3o foi o engenheiro americano Frederick Winslow Taylor (1856-1923). De acordo com Chiavenato (2003), Taylor identificou tr\u00EAs males nas ind\u00FAstrias (vadiagem sistem\u00E1tica, desconhecimento pela ger\u00EAncia do trabalho dos oper\u00E1rios e falta de uniformidade dos m\u00E9todos de trabalho). Para solucionar esse problema, Taylor prop\u00F4s a Organiza\u00E7\u00E3o Racional do Trabalho (ORT), que se prop\u00F5e a buscar a mais r\u00E1pida e eficiente forma de se executar uma tarefa, substituindo assim a observa\u00E7\u00E3o de companheiros vizinhos, o que levava a diversas formas de execu\u00E7\u00E3o. Quase paralelamente \u00E0 Administra\u00E7\u00E3o Cient\u00EDfica, surgiu a Teoria Cl\u00E1ssica de Henri Fayol (1841-1925). Ao contr\u00E1rio de Taylor, que deu \u00EAnfase \u00E0s tarefas, Fayol, por ter sido um homem de c\u00FApula de grandes empresas, acreditava que a melhor forma para se atingir a efici\u00EAncia era garantir a correta disposi\u00E7\u00E3o dos \u00F3rg\u00E3os componentes. Para que as organiza\u00E7\u00F5es conseguissem dispor a organiza\u00E7\u00E3o da melhor maneira poss\u00EDvel e, consequentemente, atingir a efici\u00EAncia m\u00E1xima, Fayol estabeleceu as fun\u00E7\u00F5es b\u00E1sicas do administrador e da empresa, os elementos e princ\u00EDpios da Administra\u00E7\u00E3o. Apesar de serem utilizados por alguns como sin\u00F4nimos, existem pontos de diverg\u00EAncias muito marcantes entre a Administra\u00E7\u00E3o Cient\u00EDfica de Frederick Taylor e a Teoria Cl\u00E1ssica de Henri Fayol. Segundo Chiavenato (2003), enquanto Taylor deu \u00EAnfase \u00E0 tarefa, Fayol deu foco \u00E0 estrutura. Taylor se preocupou com a Organiza\u00E7\u00E3o Racional do Trabalho (ORT), que, por meio da an\u00E1lise do trabalho e estudo dos tempos e movimentos, do estudo da fadiga humana, da padroniza\u00E7\u00E3o dos m\u00E9todos e da especializa\u00E7\u00E3o do trabalho, buscava as condi\u00E7\u00F5es que permitissem ao oper\u00E1rio produzir com o m\u00E1ximo de efici\u00EAncia. Por outro lado, Fayol enfatizou a estrutura, dividindo a organiza\u00E7\u00E3o em cinco fun\u00E7\u00F5es (t\u00E9cnica, comercial, financeira, de seguran\u00E7a, cont\u00E1bil e administrativa), definindo os dezesseis deveres dos gerentes, os quatorze princ\u00EDpios gerais da Administra\u00E7\u00E3o e os cinco elementos da Administra\u00E7\u00E3o (POCCC). \u00C9 preciso tamb\u00E9m ressaltar os pontos de converg\u00EAncias entre as duas teorias da Abordagem Cl\u00E1ssica, como: a concep\u00E7\u00E3o de homo economicus, segundo a qual as vantagens financeiras s\u00E3o os \u00FAnicos fatores motivadores e o mesmo objetivo (m\u00E1xima efici\u00EAncia). De acordo com Chiavenato (2003), a Teoria das Rela\u00E7\u00F5es Humanas (TRH) surgiu no segundo per\u00EDodo de Taylor, mas s\u00F3 ganhou import\u00E2ncia com a crise econ\u00F4mica mundial de 1929. A TRH surgiu como uma resposta esperada ao completo desprezo dos aspectos humanos pela Abordagem Cl\u00E1ssica e foi bastante influenciada pela Psicologia, uma ci\u00EAncia humana emergente na \u00E9poca. A grande impulsora da TRH foi a experi\u00EAncia de Hawthorne, uma experi\u00EAncia realizada pelo Conselho Nacional de Pesquisas na f\u00E1brica de Hawthorne da Western Eletric Company. O comandante da experi\u00EAncia foi o cientista social australiano Elton Mayo, que, para muitos, \u00E9 o principal representante da TRH. A experi\u00EAncia foi dividida em quatro fases e suas principais conclus\u00F5es foram: a enorme relev\u00E2ncia da integra\u00E7\u00E3o social para a produtividade, a import\u00E2ncia dos grupos sociais e do conte\u00FAdo do cargo. A principal contribui\u00E7\u00E3o da TRH foi a agrega\u00E7\u00E3o de novos conceitos, como: motiva\u00E7\u00E3o, lideran\u00E7a e comunica\u00E7\u00E3o.De acordo com Chiavenato (2003, p. 254-255), na teoria administrativa, a abordagem estruturalista surgiu com o crescimento das burocracias, em uma perspectiva de an\u00E1lise que vai al\u00E9m dos fen\u00F4menos internos da organiza\u00E7\u00E3o, vis\u00E3o pela qual as escolas de at\u00E9 ent\u00E3o se restringiam. Para Motta, essa abordagem sintetiza as teorias cl\u00E1ssicas e as de rela\u00E7\u00F5es humanas, por\u00E9m ganhando novas dimens\u00F5es que envolvem todas as vari\u00E1veis da organiza\u00E7\u00E3o. Como afirma Chiavenato (2003), Max Weber foi o primeiro te\u00F3rico dessa abordagem, que, em uma an\u00E1lise voltada para a estrutura, acreditava que a burocracia era a organiza\u00E7\u00E3o por excel\u00EAncia. Segundo Motta (1975, p. 46), a preocupa\u00E7\u00E3o de Weber est\u00E1 na racionalidade, entendida como a adequa\u00E7\u00E3o dos meios aos fins. E uma organiza\u00E7\u00E3o \u00E9 racional quando \u00E9 eficiente. Assim, para Weber, a burocracia era a forma mais eficiente de uma organiza\u00E7\u00E3o. Max Weber descreveu um tipo de estrutura burocr\u00E1tica, acreditando que era comum \u00E0 maioria das organiza\u00E7\u00F5es formais. No entanto, como ressalta Maximiano (2000), Weber n\u00E3o definiu um modelo-padr\u00E3o para ser aplicado, apenas esquematizou as principais caracter\u00EDsticas da burocracia existente. Weber, como citado em Maximiano (2000, p. 88), ao sistematizar seu estudo da burocracia, come\u00E7a com a an\u00E1lise dos processos de domina\u00E7\u00E3o ou autoridade. Para Weber, \u201Ca autoridade \u00E9 a probabilidade de haver obedi\u00EAncia dentro de um grupo determinado\u201D. Ele distinguia tr\u00EAs tipos de sociedade e autoridade, descritas a seguir. De acordo com Chiavenato (2003, p. 258-262), na sociedade tradicional, predominavam caracter\u00EDsticas conservacionistas, patriarcais e patrimonialistas; a autoridade que a preside \u00E9 dita tradicional, na qual a obedi\u00EAncia \u00E9 justificada pela tradi\u00E7\u00E3o, pelo h\u00E1bito ou pelo costume. Na sociedade carism\u00E1tica (partidos pol\u00EDticos, grupos revolucion\u00E1rios, na\u00E7\u00F5es em revolu\u00E7\u00E3o), onde geralmente existem caracter\u00EDsticas m\u00EDsticas, arbitr\u00E1rias e personal\u00EDsticas; a autoridade (carism\u00E1tica) que a preside \u00E9 justificada pela influ\u00EAncia de um l\u00EDder detentor de qualidades que o destacam. As sociedades burocr\u00E1ticas (as grandes empresas, os estados modernos, os ex\u00E9rcitos) s\u00E3o caracterizadas por predominarem normas impessoais racionalmente definidas; o tipo de autoridade (burocr\u00E1tica, legal ou racional) \u00E9 justificado pela t\u00E9cnica, pela justi\u00E7a na lei e pela meritocracia. De acordo com Chiavenato (2003, p. 266-267), a burocracia, segundo Weber, traz consigo diversas vantagens. Primeiramente, devido \u00E0 sua racionalidade, o que significa dizer que procura os meios mais eficientes para atingir as metas da organiza\u00E7\u00E3o. A precis\u00E3o com que cada cargo \u00E9 definido proporciona o conhecimento exato de cada responsabilidade. Como as atividades s\u00E3o organizadas em rotinas e realizadas metodicamente, e, consequentemente, tornam-se previs\u00EDveis, acaba por conduzir \u00E0 confiabilidade entre as pessoas, evitando, assim o atrito entre elas. A rapidez nas decis\u00F5es \u00E9 obtida pela tramita\u00E7\u00E3o de ordens e pap\u00E9is e pela uniformidade de rotinas e regulamentos, que colaboram para a redu\u00E7\u00E3o de erros e custos. A facilidade de substitui\u00E7\u00E3o daquele que \u00E9 afastado e os crit\u00E9rios de sele\u00E7\u00E3o apenas por compet\u00EAncia t\u00E9cnica garantem a continuidade do sistema burocr\u00E1tico e este \u00FAltimo evita o nepotismo. O trabalho \u00E9 profissionalizado, assim os funcion\u00E1rios s\u00E3o treinados e especializados pelo seu m\u00E9rito, trazendo benef\u00EDcios para as organiza\u00E7\u00F5es. Como descrito por Chiavenato (2003, p. 268), o tipo ideal de burocracia weberiana tinha como uma das caracter\u00EDsticas a previsibilidade do seu funcionamento, contribuindo para a obten\u00E7\u00E3o de maior efici\u00EAncia organizacional. Por\u00E9m, autores como Merton encontraram limita\u00E7\u00F5es na obra de Weber, partindo para uma an\u00E1lise cr\u00EDtica da realidade descrita por ele. Para Merton, n\u00E3o existe uma organiza\u00E7\u00E3o completamente racional, como proposto por Weber. At\u00E9 porque o tipo ideal de burocracia tendia a ser modificado pelos homens. Merton notou que a burocracia leva tamb\u00E9m a consequ\u00EAncias imprevistas, que conduzem \u00E0s inefici\u00EAncias e \u00E0s imperfei\u00E7\u00F5es e estas, por sua vez, s\u00E3o enfatizadas e exageradas pelos leigos. A esse fen\u00F4meno, Merton denomina de disfun\u00E7\u00F5es da burocracia, que ser\u00E3o descritas a seguir, segundo Chiavenato (2003), como internaliza\u00E7\u00E3o das regras e apego aos regulamentos, excesso de formalismo e de papel\u00F3rio, resist\u00EAncia \u00E0s mudan\u00E7as, dificuldade no atendimento a clientes e conflitos com o p\u00FAblico."@pt ,
"De organisatiekunde of organisatieleer is een tak van wetenschap die zich bezighoudt met het bestuderen van het gedrag van organisaties, de factoren die dit gedrag veroorzaken en hoe deze organisaties het meest doeltreffend bestuurd kunnen worden. Het is mede gericht op de ontwikkeling van methoden en technieken voor organisatie-analyse en -ontwerp. Het wordt tegenwoordig wel gerekend tot de bedrijfskunde en is nauw verband met arbeids- en organisatiepsychologie en bedrijfseconomie."@nl ,
"Perilaku keorganisasian adalah suatu disiplin ilmu yang mempelajari tentang perilaku tingkat individu dan tingkat kelompok dalam suatu organisasi serta dampaknya terhadap kinerja (baik kinerja individual, kelompok, maupun organisasi). Perilaku keorganisasian juga dikenal sebagai studi tentang organisasi. Studi ini adalah sebuah bidang telaah akademik khusus yang mempelajari organisasi, dengan memanfaatkan metode-metode dari ekonomi, sosiologi, ilmu politik, antropologi dan psikologi. Disiplin-disiplin lain yang terkait dengan studi ini adalah studi tentang sumber daya manusia dan psikologi industri."@in ,
"\u0422\u0435\u043E\u0440\u0438\u044F \u043E\u0440\u0433\u0430\u043D\u0438\u0437\u0430\u0446\u0438\u0439 \u2014 \u044D\u0442\u043E \u0441\u043E\u0446\u0438\u043E\u043B\u043E\u0433\u0438\u0447\u0435\u0441\u043A\u043E\u0435 \u0438\u0437\u0443\u0447\u0435\u043D\u0438\u0435 \u0444\u043E\u0440\u043C\u0430\u043B\u044C\u043D\u044B\u0445 \u043E\u0431\u0449\u0435\u0441\u0442\u0432\u0435\u043D\u043D\u044B\u0445 \u043E\u0440\u0433\u0430\u043D\u0438\u0437\u0430\u0446\u0438\u0439, \u0442\u0430\u043A\u0438\u0445 \u043A\u0430\u043A \u0431\u0438\u0437\u043D\u0435\u0441 \u0438 \u0431\u044E\u0440\u043E\u043A\u0440\u0430\u0442\u0438\u044F, \u0438 \u0438\u0445 \u0432\u0437\u0430\u0438\u043C\u043E\u0441\u0432\u044F\u0437\u0438 \u0441 \u043E\u043A\u0440\u0443\u0436\u0430\u044E\u0449\u0435\u0439 \u0441\u0440\u0435\u0434\u043E\u0439, \u0432 \u043A\u043E\u0442\u043E\u0440\u043E\u0439 \u043E\u043D\u0438 \u0440\u0430\u0431\u043E\u0442\u0430\u044E\u0442. \u041E\u043D\u0430 \u0434\u043E\u043F\u043E\u043B\u043D\u044F\u0435\u0442 \u0438\u0441\u0441\u043B\u0435\u0434\u043E\u0432\u0430\u043D\u0438\u044F \u043E\u0440\u0433\u0430\u043D\u0438\u0437\u0430\u0446\u0438\u043E\u043D\u043D\u043E\u0433\u043E \u043F\u043E\u0432\u0435\u0434\u0435\u043D\u0438\u044F \u0438 \u0443\u043F\u0440\u0430\u0432\u043B\u0435\u043D\u0438\u044F \u043F\u0435\u0440\u0441\u043E\u043D\u0430\u043B\u043E\u043C."@ru ,
"\u0422\u0435\u043E\u0301\u0440\u0456\u044F \u043E\u0440\u0433\u0430\u043D\u0456\u0437\u0430\u0301\u0446\u0456\u0457 (\u0430\u043D\u0433\u043B. Organization theory) \u2014 \u0454 \u0441\u0438\u0441\u0442\u0435\u043C\u043E\u044E \u0437\u043D\u0430\u043D\u044C \u043F\u0440\u043E \u0437\u0430\u043A\u043E\u043D\u043E\u043C\u0456\u0440\u043D\u043E\u0441\u0442\u0456 \u0444\u0443\u043D\u043A\u0446\u0456\u043E\u043D\u0443\u0432\u0430\u043D\u043D\u044F \u0442\u0430 \u0440\u043E\u0437\u0432\u0438\u0442\u043A\u0443 \u043E\u0440\u0433\u0430\u043D\u0456\u0437\u0430\u0446\u0456\u0439\u043D\u0438\u0445 \u0432\u0456\u0434\u043D\u043E\u0441\u0438\u043D \u0432 \u043F\u0440\u0438\u0440\u043E\u0434\u0456 \u0442\u0430 \u0441\u0443\u0441\u043F\u0456\u043B\u044C\u0441\u0442\u0432\u0456. \u0411\u0456\u043B\u044C\u0448\u0456\u0441\u0442\u044C \u0440\u043E\u0431\u0456\u0442 \u0437 \u0442\u0435\u043E\u0440\u0456\u0457 \u043E\u0440\u0433\u0430\u043D\u0456\u0437\u0430\u0446\u0456\u0457 \u043D\u0430\u043F\u0438\u0441\u0430\u043D\u0430 \u0432\u0447\u0435\u043D\u0438\u043C\u0438 \u0437 \u0434\u0438\u0441\u0446\u0438\u043F\u043B\u0456\u043D \u0441\u043E\u0446\u0456\u043E\u043B\u043E\u0433\u0456\u0457, \u0443\u043F\u0440\u0430\u0432\u043B\u0456\u043D\u043D\u044F \u0431\u0456\u0437\u043D\u0435\u0441\u043E\u043C \u0442\u0430 \u0435\u043A\u043E\u043D\u043E\u043C\u0456\u043A\u0438. \u0412\u043E\u043D\u0438 \u0437\u043E\u0441\u0435\u0440\u0435\u0434\u0438\u043B\u0438 \u043E\u0441\u043D\u043E\u0432\u043D\u0443 \u0443\u0432\u0430\u0433\u0443 \u043D\u0430 \u0430\u043D\u0430\u043B\u0456\u0437\u0456 \u0442\u0430 \u0442\u0435\u043E\u0440\u0435\u0442\u0438\u0437\u0443\u0432\u0430\u043D\u043D\u0456 \u0431\u0456\u0437\u043D\u0435\u0441-\u0444\u0456\u0440\u043C, \u0430 \u043E\u0441\u0442\u0430\u043D\u043D\u0456\u043C \u0447\u0430\u0441\u043E\u043C \u2013 \u0430\u0441\u043E\u0446\u0456\u0430\u0446\u0456\u0439 \u0442\u0430 \u043D\u0435\u043A\u043E\u043C\u0435\u0440\u0446\u0456\u0439\u043D\u0438\u0445 \u043E\u0440\u0433\u0430\u043D\u0456\u0437\u0430\u0446\u0456\u0439. \u041B\u0456\u0442\u0435\u0440\u0430\u0442\u0443\u0440\u0430 \u0437 \u0442\u0435\u043E\u0440\u0456\u0457 \u043E\u0440\u0433\u0430\u043D\u0456\u0437\u0430\u0446\u0456\u0457 \u0432 \u043F\u0435\u0440\u0448\u0443 \u0447\u0435\u0440\u0433\u0443 \u0437\u0430\u0439\u043C\u0430\u0454\u0442\u044C\u0441\u044F \u043F\u043E\u044F\u0441\u043D\u0435\u043D\u043D\u044F\u043C \u043E\u0440\u0433\u0430\u043D\u0456\u0437\u0430\u0446\u0456\u0439\u043D\u043E\u0457 \u0441\u0442\u0440\u0443\u043A\u0442\u0443\u0440\u0438, \u043F\u0440\u043E\u0434\u0443\u043A\u0442\u0438\u0432\u043D\u043E\u0441\u0442\u0456 \u0442\u0430 \u0440\u043E\u0437\u0432\u0438\u0442\u043A\u0443. \u041D\u0430\u0443\u043A\u043E\u0432\u0446\u0456 \u0432 \u0446\u0456\u0439 \u0433\u0430\u043B\u0443\u0437\u0456 \u043C\u0430\u044E\u0442\u044C \u043D\u0430 \u043C\u0435\u0442\u0456 \u0440\u043E\u0437\u0440\u043E\u0431\u0438\u0442\u0438 \u0437\u0430\u0433\u0430\u043B\u044C\u043D\u0443 \u0442\u0435\u043E\u0440\u0456\u044E \u043E\u0440\u0433\u0430\u043D\u0456\u0437\u0430\u0446\u0456\u0457 \u0442\u0430 \u0430\u043D\u0430\u043B\u0456\u0442\u0438\u0447\u043D\u0456 \u0456\u043D\u0441\u0442\u0440\u0443\u043C\u0435\u043D\u0442\u0438, \u044F\u043A\u0456 \u043F\u0440\u0438\u0437\u043D\u0430\u0447\u0435\u043D\u0456 \u0434\u043B\u044F \u0437\u0430\u0441\u0442\u043E\u0441\u0443\u0432\u0430\u043D\u043D\u044F \u0434\u043E \u0432\u0441\u0456\u0445 \u0442\u0438\u043F\u0456\u0432 \u043E\u0444\u0456\u0446\u0456\u0439\u043D\u0438\u0445 \u043E\u0440\u0433\u0430\u043D\u0456\u0437\u0430\u0446\u0456\u0439, \u0443 \u0442\u043E\u043C\u0443 \u0447\u0438\u0441\u043B\u0456 \u0432 \u0434\u0435\u0440\u0436\u0430\u0432\u043D\u043E\u043C\u0443 \u0441\u0435\u043A\u0442\u043E\u0440\u0456. \u0422\u0435\u043E\u0440\u0456\u044F \u043E\u0440\u0433\u0430\u043D\u0456\u0437\u0430\u0446\u0456\u0457 \u043D\u0430\u0440\u0456\u0432\u043D\u0456 \u0437 \u0442\u0430\u043A\u0438\u043C\u0438 \u043D\u0430\u0443\u043A\u0430\u043C\u0438 \u044F\u043A \u0435\u043D\u0435\u0440\u0433\u0435\u0442\u0438\u043A\u0430, \u0441\u0438\u043D\u0435\u0440\u0433\u0435\u0442\u0438\u043A\u0430, \u0442\u0435\u043E\u0440\u0456\u044F \u0441\u0438\u0441\u0442\u0435\u043C \u0443\u0442\u0432\u043E\u0440\u044E\u044E\u0442\u044C \u0442\u0435\u043E\u0440\u0435\u0442\u0438\u0447\u043D\u0438\u0439 \u0444\u0443\u043D\u0434\u0430\u043C\u0435\u043D\u0442 \u0431\u0430\u0433\u0430\u0442\u044C\u043E\u0445 \u043F\u0440\u0438\u043A\u043B\u0430\u0434\u043D\u0438\u0445 \u043D\u0430\u0443\u043A, \u0434\u043E \u044F\u043A\u0438\u0445 \u043A\u0440\u0456\u043C \u0442\u0435\u043E\u0440\u0456\u0457 \u043E\u0440\u0433\u0430\u043D\u0456\u0437\u0430\u0446\u0456\u0457 \u043D\u0430\u043B\u0435\u0436\u0438\u0442\u044C \u0431\u0430\u0433\u0430\u0442\u043E \u0456\u043D\u0448\u0438\u0445."@uk ,
"Organisationstheorien haben den Zweck, Organisationen, ihr Entstehen, ihr Bestehen und ihre Funktionsweise zu erkl\u00E4ren."@de ,
"\u7D44\u7E54\u8AD6\uFF08\u305D\u3057\u304D\u308D\u3093\uFF09\u306F\u3001\u793E\u4F1A\u79D1\u5B66\u4E0A\u306E\u7D44\u7E54\u3092\u7814\u7A76\u3059\u308B\u5B66\u554F\u3002\u7D44\u7E54\u79D1\u5B66\u3068\u3082\u3044\u3046\u3002 \u7D44\u7E54\u8AD6\u306F\u793E\u4F1A\u5B66\u3001\u653F\u6CBB\u5B66\u3001\u5FC3\u7406\u5B66\u3001\u7D4C\u55B6\u5B66\u306A\u3069\u306B\u3088\u308B\u5B66\u969B\u7684\u306A\u7814\u7A76\u3067\u3042\u308B\u3002\u7D44\u7E54\u904B\u55B6\u306E\u3042\u308A\u65B9\u306B\u95A2\u3059\u308B\u8AD6\u306F\u30D7\u30E9\u30C8\u30F3\u306E\u300E\u56FD\u5BB6\u300F\u3092\u306F\u3058\u3081\u53E4\u4EE3\u304B\u3089\u307F\u3089\u308C\u305F\u304C\u3001\u73FE\u4EE3\u7684\u306A\u7D44\u7E54\u8AD6\u306F\u300120\u4E16\u7D00\u306E\u521D\u671F\u3001\u8ECD\u968A\u3084\u5DE5\u5834\u306E\u3088\u3046\u306A\u7D44\u7E54\u304C\u5DE8\u5927\u5316\u3059\u308B\u306B\u3064\u308C\u3066\u95A2\u5FC3\u304C\u5F37\u307E\u308A\u672C\u683C\u7684\u306B\u7814\u7A76\u3055\u308C\u308B\u3088\u3046\u306B\u306A\u3063\u305F\u3002 \u30DE\u30C3\u30AF\u30B9\u30FB\u30F4\u30A7\u30FC\u30D0\u30FC\u306F\u5408\u7406\u7684\u306A\u7D44\u7E54\u306B\u307F\u3089\u308C\u308B\u7279\u8CEA\u3092\u5B98\u50DA\u5236\u3067\u3042\u308B\u3068\u6307\u6458\u3057\u305F\u3002\u8FD1\u4EE3\u5B98\u50DA\u5236\u306F\u3001\u6A29\u9650\u7BC4\u56F2\u306E\u660E\u78BA\u5316\u3001\u7D44\u7E54\u306E\u968E\u5C64\u5316\u3001\u7D44\u7E54\u306E\u5C02\u9580\u5316\u3001\u6587\u66F8\u306B\u3088\u308B\u30B3\u30DF\u30E5\u30CB\u30B1\u30FC\u30B7\u30E7\u30F3\u306A\u3069\u3092\u7279\u5FB4\u3068\u3057\u3001\u512A\u308C\u305F\u6A5F\u68B0\u306E\u3088\u3046\u306A\u6280\u8853\u7684\u5353\u8D8A\u6027\u304C\u3042\u308B\u3068\u8003\u3048\u3089\u308C\u305F\u3002\u540C\u3058\u3053\u308D\u30D5\u30EC\u30C7\u30EA\u30C3\u30AF\u30FB\u30C6\u30A4\u30E9\u30FC\u306F\u3001\u5DE5\u5834\u52B4\u50CD\u8005\u3092\u6A5F\u68B0\u306E\u4E00\u90E8\u306E\u3088\u3046\u306B\u3068\u3089\u3048\u3066\u7BA1\u7406\u3059\u308B\u79D1\u5B66\u7684\u7BA1\u7406\u6CD5\u3092\u63D0\u5531\u3057\u3001\u5927\u91CF\u751F\u7523\u4F53\u5236\u306E\u78BA\u7ACB\u306B\u8CA2\u732E\u3057\u52B4\u50CD\u30B3\u30B9\u30C8\u306E\u524A\u6E1B\u306B\u6210\u529F\u3057\u305F\u3002 \u3060\u304C\u79D1\u5B66\u7684\u7BA1\u7406\u6CD5\u306E\u3082\u3068\u3067\u52B4\u50CD\u8005\u304C\u5F37\u3044\u3089\u308C\u308B\u5358\u7D14\u4F5C\u696D\u306F\u904E\u9177\u306A\u3082\u306E\u3067\u3042\u3063\u305F\u3002\u30A8\u30EB\u30C8\u30F3\u30FB\u30E1\u30A4\u30E8\u30FC\u306F1927\u5E74\u304B\u3089\u306E5\u5E74\u9593\u306B\u30DB\u30FC\u30BD\u30F3\u5B9F\u9A13\u3068\u547C\u3070\u308C\u308B\u5B9F\u5730\u8ABF\u67FB\u3092\u884C\u3044\u3001\u52B4\u50CD\u8005\u306E\u52E4\u52B4\u610F\u6B32\u306E\u7DAD\u6301\u304C\u7D44\u7E54\u6D3B\u6027\u5316\u306B\u4E0D\u53EF\u6B20\u3067\u3042\u308B\u3053\u3068\u3092\u660E\u3089\u304B\u306B\u3059\u308B\u3002\u3053\u306E\u6D41\u308C\u3092\u53D7\u3051\u305F\u30C1\u30A7\u30B9\u30BF\u30FC\u30FB\u30D0\u30FC\u30CA\u30FC\u30C9\u306F\u3001\u7D44\u7E54\u306E\u6210\u7ACB\u306B\u306F\u3001\u500B\u4EBA\u306E\u52AA\u529B\u3092\u7D44\u7E54\u76EE\u7684\u306B\u5BC4\u4E0E\u3059\u308B\u610F\u5FD7\u300C\u5354\u50CD\u610F\u5FD7\u300D\u3068\u3001\u76EE\u7684\u306A\u3057\u306B\u7D44\u7E54\u306F\u751F\u307E\u308C\u306A\u3044\u304B\u3089\u300C\u5171\u901A\u306E\u76EE\u7684\u300D\u3001\u3055\u3089\u306B\u7D44\u7E54\u306E\u8AF8\u8981\u7D20\u3092\u7D50\u5408\u3059\u308B\u300C\u30B3\u30DF\u30E5\u30CB\u30B1\u30FC\u30B7\u30E7\u30F3\u300D\u306E3\u3064\u306E\u8981\u7D20\u304C\u5FC5\u8981\u3067\u3042\u308B\u3068\u8AD6\u3058\u305F\u3002 \u8FD1\u5E74\u306E\u7D44\u7E54\u8AD6\u3067\u306F\u3001\u7D44\u7E54\u306F\u5916\u7684\u30FB\u5185\u7684\u306A\u6DF7\u4E71\u3084\u7DCA\u5F35\u306B\u7D76\u3048\u305A\u76F4\u9762\u3057\u3066\u304A\u308A\u3001\u305D\u308C\u3092\u89E3\u6C7A\u3059\u308B\u305F\u3081\u306E\u65B0\u3057\u3044\u8003\u3048\u65B9\u3084\u884C\u52D5\u69D8\u5F0F\u3092\u9078\u629E\u3057\u63A1\u7528\u3057\u3066\u3044\u304F\u3053\u3068\u3067\u5275\u9020\u7684\u306B\u9032\u5316\u3057\u3066\u3044\u308B\u3068\u6349\u3048\u3089\u308C\u3066\u3044\u308B\u3002\u4F8B\u3048\u3070\u3001\u30AB\u30A4\u30BC\u30F3\u3092\u5927\u304D\u306A\u7279\u5FB4\u3068\u3059\u308B\u65E5\u672C\u4F01\u696D\u306F\u3001\u52B4\u50CD\u8005\u3092\u6A5F\u68B0\u306E\u4E00\u90E8\u3067\u306F\u306A\u304F\u554F\u984C\u89E3\u6C7A\u8005\u3068\u4F4D\u7F6E\u3065\u3051\u3001\u751F\u7523\u73FE\u5834\u306B\u304A\u3051\u308B\u30DC\u30C8\u30E0\u30A2\u30C3\u30D7\u578B\u306E\u5C0F\u96C6\u56E3\u6D3B\u52D5\u3092\u884C\u3046\u3053\u3068\u3067\u884C\u52D5\u69D8\u5F0F\u3092\u7D99\u7D9A\u7684\u306B\u9769\u65B0\u3057\u3001\u751F\u7523\u6027\u5411\u4E0A\u3092\u9054\u6210\u3057\u3066\u3044\u308B\u3002\u91CE\u4E2D\u90C1\u6B21\u90CE\u306F\u3053\u306E\u3088\u3046\u306A\u7D44\u7E54\u306E\u3042\u308A\u65B9\u3092\u30CA\u30EC\u30C3\u30B8\u30DE\u30CD\u30B8\u30E1\u30F3\u30C8\u3068\u547C\u3093\u3067\u3044\u308B\u3002"@ja ,
"Organisationsteori utg\u00F6rs av l\u00E4ran om organisationer. Det innefattar en eller flera av f\u00F6ljande: \n* att f\u00F6rst\u00E5 och beskriva organisationer \n* att f\u00F6rklara organisationer eller delar d\u00E4rav (framv\u00E4xt, utbredning, f\u00F6r\u00E4ndring, funktion, etcetera) \n* att f\u00F6r\u00E4ndra och p\u00E5verka organisationer Organisationsteori innefattar implicit eller explicit alltid en beskrivning av organisationer och vad de kan f\u00F6rst\u00E5s som. Som organisationer r\u00E4knas vanligen frivilliga organisationer s\u00E5som idrottsf\u00F6reningar, intresseorganisationer, politiska partier samt f\u00F6retag, men ocks\u00E5 ofrivilliga organisationer som stater. En organisation \u00E4r en grupp m\u00E4nniskor som str\u00E4var mot samma m\u00E5l."@sv ;
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