Ambiguity and Choice in OrganizationsUniversitetsforlaget, 1976 - 408 pages |
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Page 200
... 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 underestimate their power ...
... 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 underestimate their power ...
Page 285
... less " legitimate " leaders need to be formal leaders in order to confirm themselves as leaders . In organizations with a strong emphasis on professional competency and agreement on what that means , formal ... less and less 285.
... less " legitimate " leaders need to be formal leaders in order to confirm themselves as leaders . In organizations with a strong emphasis on professional competency and agreement on what that means , formal ... less and less 285.
Page 286
... 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 , such groups will be less ...
... 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 , such groups will be less ...
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