Ambiguity and Choice in OrganizationsScandinavian University Press, 1979 - 408 pages |
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Page 103
... ( Table 6.0 ) . Four candidates should have been activated following the model but were not . They were all people of very high reputations , national leaders in their fields . One possible reason for not activating them may be a learning ...
... ( Table 6.0 ) . Four candidates should have been activated following the model but were not . They were all people of very high reputations , national leaders in their fields . One possible reason for not activating them may be a learning ...
Page 122
... ( Table 6.6 ) . This lack of interest apparently was partly connected to the view that none of these three candidates was good enough to be accepted . Some also gave as their reason for not meeting the candidates that it was impossible to ...
... ( Table 6.6 ) . This lack of interest apparently was partly connected to the view that none of these three candidates was good enough to be accepted . Some also gave as their reason for not meeting the candidates that it was impossible to ...
Page 390
... Table 17.0 . Table 17.1 shows the intercorrelations ( gamma ) among the 14 variables involved in the study across all respondents . Correlations that are not significant at the .05 level are shown in parentheses.3 Inspection of this table ...
... Table 17.0 . Table 17.1 shows the intercorrelations ( gamma ) among the 14 variables involved in the study across all respondents . Correlations that are not significant at the .05 level are shown in parentheses.3 Inspection of this table ...
Contents
Acknowledgments | 7 |
People Problems Solutions and the Ambiguity | 24 |
Attention and the Ambiguity of Selfinterest | 38 |
Copyright | |
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academic accepted action active administrative allocation alternative ambiguity arena assembly attention attitudes behavior beliefs candidates chairman choice opportunities choice situations concerns conflict consider criteria deadline dean decision process decision-making demands desegregation discussion District educational effects enrollment expect faculty members full professors garbage garbage can model goals Hedmark house meeting ideology illegitimacy implementation important individual interest interpretation involved issues junior faculty leaders leadership less level of aspiration major ment non-leaders non-tenured faculty norms Norway observed October 29 Olsen Oppland organization organizational choice outcomes parents perceived percent political position possible presidents problems and solutions procedures professional proposal question rational relatively relevant reorganization response result school committee search committee self-ratings social structure teacher group Telemark tenure theory tion Tromsø Trondheim University of Bergen University of Oslo values variables Vest-Agder Vestfold Vice-Chancellor vote