Ambiguity and Choice in OrganizationsUniversitetsforlaget, 1976 - 408 pages |
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Page 9
... talk about organizational behavior is fascinating but often confusing . Our objective is to take a few steps in the direction of talking differently about organizational decision making . Perhaps , reducing the confusion slightly ...
... talk about organizational behavior is fascinating but often confusing . Our objective is to take a few steps in the direction of talking differently about organizational decision making . Perhaps , reducing the confusion slightly ...
Page 51
... talk to Y unless Y is prepared to talk to X ; alternatively , if X coerces Y to talk to him , then Y cannot do other things . The general problem of interdependence suggests another reason why models of individuals choosing a time ...
... talk to Y unless Y is prepared to talk to X ; alternatively , if X coerces Y to talk to him , then Y cannot do other things . The general problem of interdependence suggests another reason why models of individuals choosing a time ...
Page 121
... talking about . Professional reputation worked well as long as one discussed " stars " with an accepted reputation ... talk oneself into consensus . Moreover , most potential leaders had heavy external demands on their time and energy ...
... talking about . Professional reputation worked well as long as one discussed " stars " with an accepted reputation ... talk oneself into consensus . Moreover , most potential leaders had heavy external demands on their time and energy ...
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