Ambiguity and Choice in OrganizationsUniversitetsforlaget, 1976 - 408 pages |
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Page 88
... ( demand that the organization fulfill the contract ) , this will make it necessary for others to do the same , and it will make it more and more difficult for the bank to meet the demands . As we move from a high slack to a low slack ...
... ( demand that the organization fulfill the contract ) , this will make it necessary for others to do the same , and it will make it more and more difficult for the bank to meet the demands . As we move from a high slack to a low slack ...
Page 283
... demands for participation will be found as a consequence of the technology in the fields . For instance , in fields ... demands for participation and resistance to participation . The more important the organizational choices , the ...
... demands for participation will be found as a consequence of the technology in the fields . For instance , in fields ... demands for participation and resistance to participation . The more important the organizational choices , the ...
Page 286
... demands . At a time in which organizational success is defined in terms of the quality of the faculty and the quality of the faculty is determined by the strength of outside demand for their services , we have a prototypic situation in ...
... demands . At a time in which organizational success is defined in terms of the quality of the faculty and the quality of the faculty is determined by the strength of outside demand for their services , we have a prototypic situation in ...
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