Ambiguity and Choice in OrganizationsScandinavian University Press, 1979 - 408 pages |
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Page 97
... accepted candidate . The search committee agrees on a list of " active candidates " and decides to make some new contacts . Committee meets . No definite answer from the accepted candidate . Some other candidates approached , but with ...
... accepted candidate . The search committee agrees on a list of " active candidates " and decides to make some new contacts . Committee meets . No definite answer from the accepted candidate . Some other candidates approached , but with ...
Page 114
... accepted if voting took place without any management of the decision . Only three of the 42 mentioned were given a positive answer by 50 percent or more of the faculty ( answering " accept as dean imme- diately " or " wish considered as ...
... accepted if voting took place without any management of the decision . Only three of the 42 mentioned were given a positive answer by 50 percent or more of the faculty ( answering " accept as dean imme- diately " or " wish considered as ...
Page 193
... accepted two basic organizational axioms with respect to planning : 1. A primary responsibility of leadership is that of providing , broad , general direction to the organization . 2. Orderly direction requires a clear specification of ...
... accepted two basic organizational axioms with respect to planning : 1. A primary responsibility of leadership is that of providing , broad , general direction to the organization . 2. Orderly direction requires a clear specification of ...
Contents
Acknowledgments | 7 |
People Problems Solutions and the Ambiguity | 24 |
Attention and the Ambiguity of Selfinterest | 38 |
Copyright | |
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Common terms and phrases
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