Ambiguity and Choice in OrganizationsUniversitetsforlaget, 1976 - 408 pages |
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Page 138
... given ( the variable might be unimportant , or a given faculty member may rank a candidate as number one in spite of the fact that he is scoring high on a certain variable ; that is , the criteria is not of such negative importance that ...
... given ( the variable might be unimportant , or a given faculty member may rank a candidate as number one in spite of the fact that he is scoring high on a certain variable ; that is , the criteria is not of such negative importance that ...
Page 209
... given or treated as given . If the decision - makers have to establish the value premises themselves , they usually resort to generally accepted values ( e.g. , in western culture , such values as justice , equity , equality ) . The ...
... given or treated as given . If the decision - makers have to establish the value premises themselves , they usually resort to generally accepted values ( e.g. , in western culture , such values as justice , equity , equality ) . The ...
Page 226
... given decision or resolve certain problems . Environmental impatience , at least some- times , results in deadlines being imposed upon the organization . Such deadlines serve as a cue to direct attention to those choices and problems ...
... given decision or resolve certain problems . Environmental impatience , at least some- times , results in deadlines being imposed upon the organization . Such deadlines serve as a cue to direct attention to those choices and problems ...
Contents
People Problems Solutions and the Ambiguity | 24 |
Attention and the Ambiguity of Selfinterest | 38 |
Introduction | 54 |
Copyright | |
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Common terms and phrases
3rd grade accepted action active administrative alternative assembly associate assume attention attitudes become behavior beliefs Board candidates chairman choice opportunities clear College completely concerns consider consistent deadline dean decided decision demands discussion District educational effects energy established existing expect fact faculty faculty members flow formal four garbage give given goals governance grade house meeting ideas important increase indicate individual interest interpretation involved issues leaders less major March non-leaders observed organization organizational outcomes parents participation particular perceived period persons physics political position possible present problems procedures produced professional professors proposal question rational reasons relatively reorganization response result school committee situation social solutions strong structure suggest Table teachers theory tion Tromsø values vote