Ambiguity and Choice in OrganizationsUniversitetsforlaget, 1976 - 408 pages |
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Page 17
... response . The world of the absurd is sometimes more relevant for our understanding of organizational phenomena than is the idea of a tight connection between action and response . This independence of action and response is accentuated ...
... response . The world of the absurd is sometimes more relevant for our understanding of organizational phenomena than is the idea of a tight connection between action and response . This independence of action and response is accentuated ...
Page 57
... response The situation is one that reflects some important dynamics of organi- zational behavior . One of the ... response , and that subsequent action is modified in what appears to be an appropriate fashion . The critical feature is ...
... response The situation is one that reflects some important dynamics of organi- zational behavior . One of the ... response , and that subsequent action is modified in what appears to be an appropriate fashion . The critical feature is ...
Page 233
... Response On April 28 , 1971 Judge Weigel ordered both the District and the NAACP to prepare separate plans for the ... response of the District and its three committees had been largely one of delay and indecision . The one exception to ...
... Response On April 28 , 1971 Judge Weigel ordered both the District and the NAACP to prepare separate plans for the ... response of the District and its three committees had been largely one of delay and indecision . The one exception to ...
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