Ambiguity and Choice in OrganizationsUniversitetsforlaget, 1976 - 408 pages |
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Page 45
... rational action . Attention is a scarce resource ; not everyone can attend to everything all of the time . It is easy to overlook the importance of scarcity when one deals with only a single decision or a single choice arena ; it ...
... rational action . Attention is a scarce resource ; not everyone can attend to everything all of the time . It is easy to overlook the importance of scarcity when one deals with only a single decision or a single choice arena ; it ...
Page 242
... rational model . Part of the failure to implement the rational model is attributable to a lack of data . But , more fundamentally , the rational model proved to be inconsistent with the nature of the decision making process that the ...
... rational model . Part of the failure to implement the rational model is attributable to a lack of data . But , more fundamentally , the rational model proved to be inconsistent with the nature of the decision making process that the ...
Page 407
... Rational action , 45-46 Rational calculation , 54-56 , 67 Rational decision models , 47 , 82- 83 , 85 , 107 , 110 , 121 , 131 , 242- 243 , 309. See also Style ; Organi- zational choice Rationality , 54 , 69-71 , 76-79 , 89 , 132 , 151 ...
... Rational action , 45-46 Rational calculation , 54-56 , 67 Rational decision models , 47 , 82- 83 , 85 , 107 , 110 , 121 , 131 , 242- 243 , 309. See also Style ; Organi- zational choice Rationality , 54 , 69-71 , 76-79 , 89 , 132 , 151 ...
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