Ambiguity and Choice in OrganizationsScandinavian University Press, 1979 - 408 pages |
From inside the book
Results 1-3 of 85
Page 86
... issues may be dumped ( an assumption which will be modified and elaborated later ) . In general , the longer a choice remains unresolved , the greater the potential range of issues that are defined as relevant . Similarly with respect ...
... issues may be dumped ( an assumption which will be modified and elaborated later ) . In general , the longer a choice remains unresolved , the greater the potential range of issues that are defined as relevant . Similarly with respect ...
Page 87
... issues may change over time . The model suggests that if the number of alternative choice opportunities decreases or the number of issues increases during the decision period , we would observe essentially the same phenomenon of ...
... issues may change over time . The model suggests that if the number of alternative choice opportunities decreases or the number of issues increases during the decision period , we would observe essentially the same phenomenon of ...
Page 110
... 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 directed criteria ( the maladministration aspect ) ...
... 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 directed criteria ( the maladministration aspect ) ...
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