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 | |
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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