Ambiguity and Choice in OrganizationsUniversitetsforlaget, 1976 - 408 pages |
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Page 17
... actions and organizational actions sometimes as variable . Organizational action may be determined , or strongly contained , by external forces . Internal process may be related to other phenomena than the organizational choice ( i.e. ...
... actions and organizational actions sometimes as variable . Organizational action may be determined , or strongly contained , by external forces . Internal process may be related to other phenomena than the organizational choice ( i.e. ...
Page 57
... action Organizational action Individual beliefs Environmental response The situation is one that reflects some important dynamics of organi- zational behavior . One of the conspicuous things about complex organizations ( or any complex ...
... action Organizational action Individual beliefs Environmental response The situation is one that reflects some important dynamics of organi- zational behavior . One of the conspicuous things about complex organizations ( or any complex ...
Page 58
... action is changed . Organization behavior is modified as a result of an interpretation of the consequences , but the behavior does not affect the ... action Individual beliefs Organizational action Environmental response Learning takes 58.
... action is changed . Organization behavior is modified as a result of an interpretation of the consequences , but the behavior does not affect the ... action Individual beliefs Organizational action Environmental response Learning takes 58.
Contents
Acknowledgments | 7 |
People Problems Solutions and the Ambiguity | 24 |
Attention and the Ambiguity of Selfinterest X3 | 38 |
Copyright | |
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3rd grade teacher academic accepted action active administrative allocation alternative ambiguity architecture arena assembly attention attitudes August 27 behavior beliefs candidates chairman choice opportunity choice situations College concerns conflict consider criteria deadline dean decision process decision-making demands desegregation discussion District educational effects energy expect faculty members formal participation full professors garbage garbage can model goals hierarchical house meeting ideology implementation important individual interpretation involved issues junior faculty leaders leadership less major ment non-leaders non-tenured faculty norms Norway Norwegian November 25 observed October 29 Olsen Oppland organization organizational choices outcomes parents perceived percent political position possible problems and solutions procedures professional proposal question rational relatively relevant reorganization response result school committee search committee self-ratings social structure teacher group Telemark tenured theory tion Tromsø Trondheim University of Bergen University of Oslo variables Vice-Chancellor vote