Analysis of information sources in references of the Wikipedia article "Hierarchical organization" in English language version.
The principal structural elements of the traditional Shuswap system of cultural ecology are as follows: [...] 13. Loose patrilineal succession to band chieftainship, with no hierarchical organisation above this level.
[...] that the history of life and evolution is characterised by a basic tendency towards increased complexity [...] has been vehemently challenged
At one pole we have the development of religious synthesis by those who create meanings for their own use out of contexts of cultural or political domination [...]. At the other pole we have the imposition of religious synthesis upon others by those who claim the capacity to define cultural meanings [...].
The Dogra state employed its own tax-gathering agency to collect the revenue directly from the cultivators. This hierarchy began at the village level with the accountant, the patwari, whose chief duty was to maintain records of the area of holding and revenue-paying capacity of each villager. Over the patwaris stood a group of Pandits [...]. Over these were the tehsildar and one or two naib-tehsildars (deputy tehsildars) who controlled the revenue collection from the fifteen tehsils (districts or groups of villages) [...] The tehsils themselves were grouped into three wazarats presided over by wazir wazarats (ministers). This entire revenue establishment, known as the Daftar-i-Diwani, [...] was ultimately subordinate to the Hakim-i-Ala, or Governor [...]
The literature on matrix organizations presents a challenge due to the fact that most of it is outdated and little current research can be found based on empirical evidence. This is due to a management fad which led to the matrix gaining popularity before losing consideration both in practice and academia. [...] matrix organizations, and simultaneously their study, followed a clear management fad. They were hastily adopted and promptly abandoned [...].
Abstract[:] Amidst constant innovation in information and communication technologies, a new pattern of work is emerging. Hierarchical authority structures are giving way to greater decision-making latitude for individuals and more flexible definitions of job activities [...]. This new style of work presents a challenge to existing organizational forms. In this paper we investigate this concern by contrasting traditional organizational forms against groups that operate as online communities that are characterized by personal motivation and the satisfaction of making one's own decisions.
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ignored (help)Abstract[:] Amidst constant innovation in information and communication technologies, a new pattern of work is emerging. Hierarchical authority structures are giving way to greater decision-making latitude for individuals and more flexible definitions of job activities [...]. This new style of work presents a challenge to existing organizational forms. In this paper we investigate this concern by contrasting traditional organizational forms against groups that operate as online communities that are characterized by personal motivation and the satisfaction of making one's own decisions.
{{cite book}}
: |website=
ignored (help)Abstract[:] Amidst constant innovation in information and communication technologies, a new pattern of work is emerging. Hierarchical authority structures are giving way to greater decision-making latitude for individuals and more flexible definitions of job activities [...]. This new style of work presents a challenge to existing organizational forms. In this paper we investigate this concern by contrasting traditional organizational forms against groups that operate as online communities that are characterized by personal motivation and the satisfaction of making one's own decisions.
{{cite book}}
: |website=
ignored (help)