Ambiguity and Choice in OrganizationsUniversitetsforlaget, 1976 - 408 pages |
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Page 178
... institutions . These are primarily institutions of the federal government ( e.g. , National Institutes of Health , National Science Foundation , National Aeronautics and Space Administration , the several cabinet - level departments ) ...
... institutions . These are primarily institutions of the federal government ( e.g. , National Institutes of Health , National Science Foundation , National Aeronautics and Space Administration , the several cabinet - level departments ) ...
Page 181
... institutional reputation flow is in direct contrast with the enroll- ment cycle . First , it is minor for most institutions . Second , it is the flow most subject to top administrator influence . Third , it has a much less dynamic ...
... institutional reputation flow is in direct contrast with the enroll- ment cycle . First , it is minor for most institutions . Second , it is the flow most subject to top administrator influence . Third , it has a much less dynamic ...
Page 182
... institutional reputations of American colleges and universities change a good deal more slowly than do their ... institutions control substantial resources directly through research grants ; they can and do use that control and ...
... institutional reputations of American colleges and universities change a good deal more slowly than do their ... institutions control substantial resources directly through research grants ; they can and do use that control 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