Ambiguity and Choice in OrganizationsScandinavian University Press, 1979 - 408 pages |
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Page 287
... non - leader will prefer a shift in power , k , from leaders to non - leaders . We assume that all leaders have the same amount of power , that all non - leaders have the same amount of power , and that the number of leaders and non - ...
... non - leader will prefer a shift in power , k , from leaders to non - leaders . We assume that all leaders have the same amount of power , that all non - leaders have the same amount of power , and that the number of leaders and non - ...
Page 290
... leaders , for whom the new choices have no particular great relevance , are glad to deactivate them- selves . This ... non - leaders will activate themselves . Over time the leaders discover more and more of the constraints . We observe ...
... leaders , for whom the new choices have no particular great relevance , are glad to deactivate them- selves . This ... non - leaders will activate themselves . Over time the leaders discover more and more of the constraints . We observe ...
Page 291
... leadership ) . When this does not happen , the organization moves toward Cell I. Alternatively , if the new leaders experience disappointment concerning the importance of the organizational decision , this “ discovery ” may spread to ...
... leadership ) . When this does not happen , the organization moves toward Cell I. Alternatively , if the new leaders experience disappointment concerning the importance of the organizational decision , this “ discovery ” may spread to ...
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