Ambiguity and Choice in OrganizationsScandinavian University Press, 1979 - 408 pages |
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Page 52
... tion is likely to be hard to anticipate and to change inexplicably . This is particularly true in situations in which the structural constraints on attention are modest when anything is permitted but nothing is required . Such a ...
... tion is likely to be hard to anticipate and to change inexplicably . This is particularly true in situations in which the structural constraints on attention are modest when anything is permitted but nothing is required . Such a ...
Page 291
... tion of what has already taken place . This type of reorganization may also change the image of legitimacy of the organization in some part of its environment without changing any of the day - to - day - operations . A well - known ...
... tion of what has already taken place . This type of reorganization may also change the image of legitimacy of the organization in some part of its environment without changing any of the day - to - day - operations . A well - known ...
Page 378
... tion or this particular decision . On the contrary , we believe them to be characteristic features of life in most organizations and particularly in organized anarchies . First , the explicit outcome of a decision process is often ...
... tion or this particular decision . On the contrary , we believe them to be characteristic features of life in most organizations and particularly in organized anarchies . First , the explicit outcome of a decision process is often ...
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