Ambiguity and Choice in OrganizationsUniversitetsforlaget, 1976 - 408 pages |
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Page 316
... reorganization did not begin as an issue of power and influence . On the contrary , it started as an attempt to solve a classic practical problem for the department leaders . They wanted to be relieved from routine work . As time went ...
... reorganization did not begin as an issue of power and influence . On the contrary , it started as an attempt to solve a classic practical problem for the department leaders . They wanted to be relieved from routine work . As time went ...
Page 325
... reorganization provided an opportunity to create a formal position ( department secretary ) which might be useful as an incentive in future bargaining with other depart- ments . At the same time the administration through the reorganization ...
... reorganization provided an opportunity to create a formal position ( department secretary ) which might be useful as an incentive in future bargaining with other depart- ments . At the same time the administration through the reorganization ...
Page 328
... reorganization worked as a spark for this issue , by first getting acceptance for the representation in depart- ment governace of faculty fully qualified professionally , but without chances of getting full professorships for budgetary ...
... reorganization worked as a spark for this issue , by first getting acceptance for the representation in depart- ment governace of faculty fully qualified professionally , but without chances of getting full professorships for budgetary ...
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