Ambiguity and Choice in OrganizationsScandinavian University Press, 1979 - 408 pages |
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Page 24
... procedure by which indivi- dual preferences and cognitions are aggregated into organizational choices . The postulated procedures may be bureaucratic - administra- tive . By a bureaucratic - administrative procedure we mean some process ...
... procedure by which indivi- dual preferences and cognitions are aggregated into organizational choices . The postulated procedures may be bureaucratic - administra- tive . By a bureaucratic - administrative procedure we mean some process ...
Page 141
... procedures may be instantaneous . A central plan- ning unit or a renegotiated coalition may simply replace an established routine . Experience with organizational inertia , however , make us believe that this type of change will be the ...
... procedures may be instantaneous . A central plan- ning unit or a renegotiated coalition may simply replace an established routine . Experience with organizational inertia , however , make us believe that this type of change will be the ...
Page 201
... procedures for decision only marginally relevant to decision outcomes . Choices are made , but much of the activity in formal choice situations does not directly affect them . As a result , beliefs about the power of major participants ...
... procedures for decision only marginally relevant to decision outcomes . Choices are made , but much of the activity in formal choice situations does not directly affect them . As a result , beliefs about the power of major participants ...
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