Ambiguity and Choice in Organizations |
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Page 200
If , on the other hand , he perceives his power as less than it actually is ( point e ) ,
he will generally not realize all of his actual potential power . The costs of
weakness are , in fact either ( a - b ) or ( a - e ) , which ever is larger . Presidents
who ...
If , on the other hand , he perceives his power as less than it actually is ( point e ) ,
he will generally not realize all of his actual potential power . The costs of
weakness are , in fact either ( a - b ) or ( a - e ) , which ever is larger . Presidents
who ...
Page 285
The more leaders derive their legitimacy from non - leaders ' agreement that
leaders should make decisions because of special skill , the less " legitimate ”
leaders need to be formal leaders in order to confirm themselves as leaders .
The more leaders derive their legitimacy from non - leaders ' agreement that
leaders should make decisions because of special skill , the less " legitimate ”
leaders need to be formal leaders in order to confirm themselves as leaders .
Page 286
while a group with external options takes less and less active part in the formal
decision - making system of the organization , their values and beliefs become
more and more important for those ( formally ) running the organization .
Moreover ...
while a group with external options takes less and less active part in the formal
decision - making system of the organization , their values and beliefs become
more and more important for those ( formally ) running the organization .
Moreover ...
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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 |