Ambiguity and Choice in OrganizationsUniversitetsforlaget, 1976 - 408 pages |
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Page 287
... non - leader will prefer a shift in power , k , from leaders to non - leaders . We assume that all leaders have the same amount of power , that all non - leaders have the same amount of power , and that the number of leaders and non - ...
... non - leader will prefer a shift in power , k , from leaders to non - leaders . We assume that all leaders have the same amount of power , that all non - leaders have the same amount of power , and that the number of leaders and non - ...
Page 291
... leadership ) . When this does not happen , the organization moves toward Cell I. Alternatively , if the new leaders experience disappointment concerning the importance of the organizational decision , this " discovery " may spread to ...
... leadership ) . When this does not happen , the organization moves toward Cell I. Alternatively , if the new leaders experience disappointment concerning the importance of the organizational decision , this " discovery " may spread to ...
Page 292
... non - leaders have very good prospects for reaching this level in a relatively short time . The situation of Cell III probably is the most stable one so long as the relative sizes of the leader and non - leader groups can be maintained ...
... non - leaders have very good prospects for reaching this level in a relatively short time . The situation of Cell III probably is the most stable one so long as the relative sizes of the leader and non - leader groups can be maintained ...
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