Ambiguity and Choice in OrganizationsScandinavian University Press, 1979 - 408 pages |
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Page 110
... expect the " garbage can " to become filled with issues and sentiments . We would expect an expansion of issues and feelings defined as relevant , that new issues would be connected to the choice , and especially that person and process ...
... expect the " garbage can " to become filled with issues and sentiments . We would expect an expansion of issues and feelings defined as relevant , that new issues would be connected to the choice , and especially that person and process ...
Page 199
... expect to find the degree of acceptance of the power model to increase with the degree of conflict in the organization , the size of the organization , the average pleasure derived from politics by participants in the organization . We ...
... expect to find the degree of acceptance of the power model to increase with the degree of conflict in the organization , the size of the organization , the average pleasure derived from politics by participants in the organization . We ...
Page 284
... expect that the more specific one's interest , compared to the range of decisions made in the organization , the ... expect to find rotation - arrangements for leadership , so that each has to take his turn . Also the more widespread the ...
... expect that the more specific one's interest , compared to the range of decisions made in the organization , the ... expect to find rotation - arrangements for leadership , so that each has to take his turn . Also the more widespread the ...
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