Ambiguity and Choice in OrganizationsScandinavian University Press, 1979 - 408 pages |
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Page 15
... interest . Any complex social structure has considerable capability for weakening the connection between individual ... interest at stake , but because they are expected to or obliged to . They act according to rules . Even when they act ...
... interest . Any complex social structure has considerable capability for weakening the connection between individual ... interest at stake , but because they are expected to or obliged to . They act according to rules . Even when they act ...
Page 38
... interest JAMES G. MARCH Stanford University JOHAN P. OLSEN University of Bergen 3.0 Introduction The garbage can model of choice ( Chapter 2 ) suggests a few of the reasons why a theory of organizational choice must attend to the ...
... interest JAMES G. MARCH Stanford University JOHAN P. OLSEN University of Bergen 3.0 Introduction The garbage can model of choice ( Chapter 2 ) suggests a few of the reasons why a theory of organizational choice must attend to the ...
Page 208
... interest groups . In the Storting it was noted that over the past years no other case had received so much interest from outsiders . 10.2 Some Alternative Theories Suppose we wish to understand the processes involved in major political ...
... interest groups . In the Storting it was noted that over the past years no other case had received so much interest from outsiders . 10.2 Some Alternative Theories Suppose we wish to understand the processes involved in major political ...
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 Tromsų Trondheim University of Bergen University of Oslo variables Vice-Chancellor vote