Ambiguity and Choice in OrganizationsScandinavian University Press, 1979 - 408 pages |
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Page 88
... ( demand that the organization fulfill the contract ) , this will make it necessary for others to do the same , and it will make it more and more difficult for the bank to meet the demands . As we move from a high slack to a low slack ...
... ( demand that the organization fulfill the contract ) , this will make it necessary for others to do the same , and it will make it more and more difficult for the bank to meet the demands . As we move from a high slack to a low slack ...
Page 279
... demand , high resistance . Stable leadership structure . IV : Low demand , low resistance . Leadership as a burden . Table 13.0 . Found combinations of the level of demand for participation and the level of resistance to such demands ...
... demand , high resistance . Stable leadership structure . IV : Low demand , low resistance . Leadership as a burden . Table 13.0 . Found combinations of the level of demand for participation and the level of resistance to such demands ...
Page 288
... demands for participation from non - leaders , and the patterns of resistance against such demands from leaders ? With what effects ( if any ) on the distribution of formal authority ? As a preliminary assumption we treat " importance ...
... demands for participation from non - leaders , and the patterns of resistance against such demands from leaders ? With what effects ( if any ) on the distribution of formal authority ? As a preliminary assumption we treat " importance ...
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 | |
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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