Ambiguity and Choice in OrganizationsUniversitetsforlaget, 1976 - 408 pages |
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Page 63
... organization . A person is integrated to the extent to which he accepts responsibility for the organization and feels that the actions of the organiza- tion are fundamentally his actions or the actions of those he trusts . The converse ...
... organization . A person is integrated to the extent to which he accepts responsibility for the organization and feels that the actions of the organiza- tion are fundamentally his actions or the actions of those he trusts . The converse ...
Page 92
... organization . Organizations may be character- ized in terms of their load autonomy . An organization with high load autonomy is one in which the various participants control their activities within and outside the organization to a pre ...
... organization . Organizations may be character- ized in terms of their load autonomy . An organization with high load autonomy is one in which the various participants control their activities within and outside the organization to a pre ...
Page 381
... organizations ( Edelman , 1964 ; Olsen , 1970a ) . They become particularly over- powering when the organization is culturally deviant , committed to collective decision making , and emotionally important in the lives of its members ...
... organizations ( Edelman , 1964 ; Olsen , 1970a ) . They become particularly over- powering when the organization is culturally deviant , committed to collective decision making , and emotionally important in the lives of its members ...
Contents
People Problems Solutions and the Ambiguity | 24 |
Attention and the Ambiguity of Selfinterest | 38 |
Introduction | 54 |
Copyright | |
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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