Ambiguity and Choice in OrganizationsUniversitetsforlaget, 1976 - 408 pages |
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Page 85
... situation in which relatively few participants of the organization are activated and where the definition of the decision situation ( i.e. , which values , beliefs , and procedures are relevant ) is stable and not too complex . 1 - On ...
... situation in which relatively few participants of the organization are activated and where the definition of the decision situation ( i.e. , which values , beliefs , and procedures are relevant ) is stable and not too complex . 1 - On ...
Page 86
... situation . However , the more complicated the situation , the more participants will tend to postpone the decision and to avoid early commitment or find it difficult to agree , and the less attractive will be the role of taking ...
... situation . However , the more complicated the situation , the more participants will tend to postpone the decision and to avoid early commitment or find it difficult to agree , and the less attractive will be the role of taking ...
Page 91
... situation grow as the several participants come to depend increasingly on information generated and processed within their own subgroups . When a choice situation comes to be viewed generally within an organization as a political ...
... situation grow as the several participants come to depend increasingly on information generated and processed within their own subgroups . When a choice situation comes to be viewed generally within an organization as a political ...
Contents
People Problems Solutions and the Ambiguity | 24 |
Attention and the Ambiguity of Selfinterest | 38 |
Introduction | 54 |
Copyright | |
17 other sections not shown
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Common terms and phrases
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