Ambiguity and Choice in OrganizationsScandinavian University Press, 1979 - 408 pages |
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Page 47
... relatively permissive and unsegmented , and if individuals allocate time relatively rationally , then the outcomes of choices will depend on the availability and attractiveness of alternative arenas for activity . The individuals who ...
... relatively permissive and unsegmented , and if individuals allocate time relatively rationally , then the outcomes of choices will depend on the availability and attractiveness of alternative arenas for activity . The individuals who ...
Page 85
... relatively few people who , because of special expertise or for other reasons , are expected to focus on certain issues and generate solutions . Their decisions are made on the basis of a set of procedures that make the outcomes widely ...
... relatively few people who , because of special expertise or for other reasons , are expected to focus on certain issues and generate solutions . Their decisions are made on the basis of a set of procedures that make the outcomes widely ...
Page 175
... relatively consistent , relatively stable way . We require a look at what we will call the logic of decision in universities . Any such examination is , of course , subject to gross overgenerali- zation . It is quite unlikely that New ...
... relatively consistent , relatively stable way . We require a look at what we will call the logic of decision in universities . Any such examination is , of course , subject to gross overgenerali- zation . It is quite unlikely that New ...
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