Ambiguity and Choice in OrganizationsScandinavian University Press, 1979 - 408 pages |
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Page 15
... behavior ; and it underestimates the ambiguity of self - interest . Any complex social structure has considerable capability for weakening the connection between individual behavior and individual beliefs and preferences . The potential ...
... behavior ; and it underestimates the ambiguity of self - interest . Any complex social structure has considerable capability for weakening the connection between individual behavior and individual beliefs and preferences . The potential ...
Page 57
... behavior . One of the conspicuous things about complex organizations ( or any complex social structure ) is their ability to inhibit the modification of individual behavior on the basis of indivi- dual learning . The complication has ...
... behavior . One of the conspicuous things about complex organizations ( or any complex social structure ) is their ability to inhibit the modification of individual behavior on the basis of indivi- dual learning . The complication has ...
Page 70
... behavior , as well as the behavior of others , in terms of a set of value premises that are presumed to be antecedent to the behavior . Normative theories of choice begin with an assumption of a pre- existent preference ordering defined ...
... behavior , as well as the behavior of others , in terms of a set of value premises that are presumed to be antecedent to the behavior . Normative theories of choice begin with an assumption of a pre- existent preference ordering defined ...
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