Ambiguity and Choice in Organizations |
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Page 43
As a result , some decisions that call for substantial engineering competence
might receive rather more participation from others than would be appropriate .
The greater the variations in individual competences , the greater the likelihood
of ...
As a result , some decisions that call for substantial engineering competence
might receive rather more participation from others than would be appropriate .
The greater the variations in individual competences , the greater the likelihood
of ...
Page 348
The result is that during times that are unambiguously bad from the point of view
of generally shared organizational goals public interpretations are differentially
influenced by persons for whom that result is no surprise – those who are most ...
The result is that during times that are unambiguously bad from the point of view
of generally shared organizational goals public interpretations are differentially
influenced by persons for whom that result is no surprise – those who are most ...
Page 371
How to involve teachers in talks School committee Request to teachers ( no result
) . about the new educational structure . Proposed new educational School
committee Agree to vote for proposal but structure and vote in house and others ...
How to involve teachers in talks School committee Request to teachers ( no result
) . about the new educational structure . Proposed new educational School
committee Agree to vote for proposal but structure and vote in house and others ...
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Contents
Acknowledgments | 7 |
Organizational Learning and the Ambiguity of the Past | 54 |
The Technology of Foolishness | 69 |
Copyright | |
11 other sections not shown
Other editions - View all
Ambiguity and Choice in Organizations James G. March,Johan P. Olsen,Søren Christensen Snippet view - 1979 |
Ambiguity and Choice in Organizations James G. March,Johan P. Olsen,Søren Christensen Snippet view - 1979 |
Common terms and phrases
academic accepted action active administrative affect allocation alternative ambiguity assembly associated assume attention become behavior beliefs candidates chairman choice opportunity clear committee completely concerns connection consider consistent dean decision definition demands discussion District energy established existing expect fact faculty faculty members flow formal four garbage given goals governance grade ideas important increase individual institutions interest interpretation involved issues leaders less major March means meeting observed organization organizational outcomes parents participants particular perceived period person political position possible preferences present presidents problems procedures produce professional professors proposal question rational reason relatively represented require response result rules situation social solutions strong structure suggest Table teachers theory tion Tromsø understanding values