Ambiguity and Choice in Organizations |
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Page 108
At the end of this phase the school had to face the fact that the committee had
accepted ten candidates for the deanship , but that none of these had indicated
interest . To understand why the committee did not succeed we take into account
...
At the end of this phase the school had to face the fact that the committee had
accepted ten candidates for the deanship , but that none of these had indicated
interest . To understand why the committee did not succeed we take into account
...
Page 136
5 The fact that the production of “ garbage ” is not independent of the number of
decisions , has also been ignored . We may expect that the more decisions , the
higher the probability of a high garbage - production . 6 Uncertainty absorption ...
5 The fact that the production of “ garbage ” is not independent of the number of
decisions , has also been ignored . We may expect that the more decisions , the
higher the probability of a high garbage - production . 6 Uncertainty absorption ...
Page 200
dent sees his own power as greater than it actually is ( say at point d ) , the cost of
weakness will still be ( a − b ) ( since his perception cannot change the facts in a
positive direction ) . If , on the other hand , he perceives his power as less than ...
dent sees his own power as greater than it actually is ( say at point d ) , the cost of
weakness will still be ( a − b ) ( since his perception cannot change the facts in a
positive direction ) . If , on the other hand , he perceives his power as less than ...
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Contents
Acknowledgments | 7 |
Organizational Learning and the Ambiguity of the Past | 54 |
The Technology of Foolishness | 69 |
Copyright | |
11 other sections not shown
Other editions - View all
Ambiguity and Choice in Organizations James G. March,Johan P. Olsen,Søren Christensen Snippet view - 1979 |
Ambiguity and Choice in Organizations James G. March,Johan P. Olsen,Søren Christensen Snippet view - 1979 |
Common terms and phrases
academic accepted action active administrative affect allocation alternative ambiguity assembly associated assume attention become behavior beliefs candidates chairman choice opportunity clear committee completely concerns connection consider consistent dean decision definition demands discussion District energy established existing expect fact faculty faculty members flow formal four garbage given goals governance grade ideas important increase individual institutions interest interpretation involved issues leaders less major March means meeting observed organization organizational outcomes parents participants particular perceived period person political position possible preferences present presidents problems procedures produce professional professors proposal question rational reason relatively represented require response result rules situation social solutions strong structure suggest Table teachers theory tion Tromsø understanding values
References to this book
Bibliographic information
| Title | Ambiguity and Choice in Organizations |
| Authors | James G. March, Johan P. Olsen, Søren Christensen |
| Publisher | Universitetsforlaget, 1976 |
| Original from | the University of Michigan |
| Digitized | 27 Aug 2007 |
| ISBN | 8200014789, 9788200014782 |
| Length | 408 pages |
| Export Citation | BiBTeX EndNote RefMan |