Ambiguity and Choice in OrganizationsUniversitetsforlaget, 1976 - 408 pages |
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Page 15
... interest . Any complex social structure has considerable capability for weakening the connection between individual ... interest at stake , but because they are expected to or obliged to . They act according to rules . • Even when they ...
... interest . Any complex social structure has considerable capability for weakening the connection between individual ... interest at stake , but because they are expected to or obliged to . They act according to rules . • Even when they ...
Page 38
... interest JAMES G. MARCH Stanford University JOHAN P. OLSEN University of Bergen 3.0 Introduction The garbage can model of choice ( Chapter 2 ) suggests a few of the reasons why a theory of organizational choice must attend to the ...
... interest JAMES G. MARCH Stanford University JOHAN P. OLSEN University of Bergen 3.0 Introduction The garbage can model of choice ( Chapter 2 ) suggests a few of the reasons why a theory of organizational choice must attend to the ...
Page 208
... interest groups . In the Storting it was noted that over the past years no other case had received so much interest from outsiders . 10.2 Some Alternative Theories Suppose we wish to understand the processes involved in major political ...
... interest groups . In the Storting it was noted that over the past years no other case had received so much interest from outsiders . 10.2 Some Alternative Theories Suppose we wish to understand the processes involved in major political ...
Contents
People Problems Solutions and the Ambiguity | 24 |
Attention and the Ambiguity of Selfinterest | 38 |
Introduction | 54 |
Copyright | |
17 other sections not shown
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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