Ambiguity and Choice in OrganizationsScandinavian University Press, 1979 - 408 pages |
From inside the book
Results 1-3 of 85
Page 24
... clear , and that participa- tion and power are reasonably stable . Clear criteria of relevance in decision making tend to make the outcomes of decisions independent of the micro structure of the broader context within which they occur .
... clear , and that participa- tion and power are reasonably stable . Clear criteria of relevance in decision making tend to make the outcomes of decisions independent of the micro structure of the broader context within which they occur .
Page 150
... clear . The interpretation changed over time and from one set of participants to another . Different participants emphasized different aspects of a specific decision - depending on which aspects were relevant for the respective arenas ...
... clear . The interpretation changed over time and from one set of participants to another . Different participants emphasized different aspects of a specific decision - depending on which aspects were relevant for the respective arenas ...
Page 242
... clear , consistent , operational criteria for a " best " plan be established , 3 ) that all feasible alternatives ... clear and consistent criteria ; but the process did not provide them . CAC members unwilling to state criteria for plan ...
... clear , consistent , operational criteria for a " best " plan be established , 3 ) that all feasible alternatives ... clear and consistent criteria ; but the process did not provide them . CAC members unwilling to state criteria for plan ...
Contents
People Problems Solutions and the Ambiguity | 24 |
Attention and the Ambiguity of Selfinterest | 38 |
Organizational Learning and the Ambiguity of the Past | 54 |
Copyright | |
16 other sections not shown
Other editions - View all
Common terms and phrases
3rd grade teacher academic accepted action active administrative allocation alternative ambiguity architecture arena assembly attention attitudes August 27 behavior beliefs Board candidates chairman choice opportunities choice situations concerns conflict consider criteria deadline dean decision process decision-making 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 interest 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 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