Ambiguity and Choice in OrganizationsUniversitetsforlaget, 1976 - 408 pages |
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Page 14
... Beliefs and Individual Action Most organization theory is purposive . It assumes that behavior and attention2 follow belief and attitude . Beliefs and attitudes , in turn , are stable enough so that attention is stable over the course ...
... Beliefs and Individual Action Most organization theory is purposive . It assumes that behavior and attention2 follow belief and attitude . Beliefs and attitudes , in turn , are stable enough so that attention is stable over the course ...
Page 60
... belief structure , The development of beliefs under conditions of ambiguity probably accentuates the signi- ficance of a pre - existing structure of related values and cognitions . Understandings of events are connected to previous ...
... belief structure , The development of beliefs under conditions of ambiguity probably accentuates the signi- ficance of a pre - existing structure of related values and cognitions . Understandings of events are connected to previous ...
Page 61
... beliefs about what a person " sees " and beliefs about what a person " likes " . The beliefs about what a person sees include the ways in which the indivi- dual defines actions and outcomes , the theories he has about the world , and ...
... beliefs about what a person " sees " and beliefs about what a person " likes " . The beliefs about what a person sees include the ways in which the indivi- dual defines actions and outcomes , the theories he has about the world , and ...
Contents
People Problems Solutions and the Ambiguity | 24 |
Attention and the Ambiguity of Selfinterest | 38 |
Introduction | 54 |
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 opportunities 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