Ambiguity and Choice in OrganizationsUniversitetsforlaget, 1976 - 408 pages |
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Page 9
... live in modern developed societies . None of the case studies we report will strike usual readers as being " surprising " . Yet many of the things we observe seem to be understood badly by our ways of thinking about organizations . We ...
... live in modern developed societies . None of the case studies we report will strike usual readers as being " surprising " . Yet many of the things we observe seem to be understood badly by our ways of thinking about organizations . We ...
Page 12
... live is obscure . Technologies are unclear ; environ- ments are difficult to interpret . It is hard to see the connections between organizational actions and their consequences . The third lack of clarity is the ambiguity of history ...
... live is obscure . Technologies are unclear ; environ- ments are difficult to interpret . It is hard to see the connections between organizational actions and their consequences . The third lack of clarity is the ambiguity of history ...
Page 381
... lives of its members . Consider first the cultural deviance . Beliefs about the cause and effect relationships in education constitute the technology of a school . The technology is in the garbage can model described as : " Although the ...
... lives of its members . Consider first the cultural deviance . Beliefs about the cause and effect relationships in education constitute the technology of a school . The technology is in the garbage can model described as : " Although the ...
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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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