Ambiguity and Choice in OrganizationsUniversitetsforlaget, 1976 - 408 pages |
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Page 35
... important choices are much less likely to resolve problems than are unimportant choices . Important choices are made by oversight and flight . Unimportant choices are made by resolution . The differ- ences are substantial . Moreover ...
... important choices are much less likely to resolve problems than are unimportant choices . Important choices are made by oversight and flight . Unimportant choices are made by resolution . The differ- ences are substantial . Moreover ...
Page 112
... important for some people simply to reestablish peace in the school . The other side of the coin was that some of the criteria earlier defined as very important ( e.g. , brightness , defend the quanti- tative orientation and ...
... important for some people simply to reestablish peace in the school . The other side of the coin was that some of the criteria earlier defined as very important ( e.g. , brightness , defend the quanti- tative orientation and ...
Page 292
... importance to either group . ( b ) Decisions may be perceived as important , but both groups have good alternatives to formal participation . ( c ) Decisions are perceived as important , no one has good alternatives , and while non ...
... importance to either group . ( b ) Decisions may be perceived as important , but both groups have good alternatives to formal participation . ( c ) Decisions are perceived as important , no one has good alternatives , and while non ...
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