Ambiguity and Choice in OrganizationsScandinavian University Press, 1979 - 408 pages |
From inside the book
Results 1-3 of 77
Page 114
... consider as dean , whom he might consider only if someone made a strong case for the candidate , and whom he would not accept under any circumstances . Again we find that few candidates would have a chance to be accepted if voting took ...
... consider as dean , whom he might consider only if someone made a strong case for the candidate , and whom he would not accept under any circumstances . Again we find that few candidates would have a chance to be accepted if voting took ...
Page 264
... consider the recommendations of the ESC . The process was aided by the fact that the Chairman of the Assembly had ... consider the issues of university governance , including the creation of a new dean to have general responsibility for ...
... consider the recommendations of the ESC . The process was aided by the fact that the Chairman of the Assembly had ... consider the issues of university governance , including the creation of a new dean to have general responsibility for ...
Page 280
... consider the importance of “ exit ” . That is , how participants may be able to control the effects on themselves of organizational choices by leaving the organization or by substituting outside rewards for the rewards distributed ...
... consider the importance of “ exit ” . That is , how participants may be able to control the effects on themselves of organizational choices by leaving the organization or by substituting outside rewards for the rewards distributed ...
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