Ambiguity and Choice in OrganizationsScandinavian University Press, 1979 - 408 pages |
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Page 24
... clear , and that participa- tion and power are reasonably stable . Clear criteria of relevance in decision making tend to make the outcomes of decisions independent of the micro structure of the broader context within which they occur .
... clear , and that participa- tion and power are reasonably stable . Clear criteria of relevance in decision making tend to make the outcomes of decisions independent of the micro structure of the broader context within which they occur .
Page 150
... clear . The interpretation changed over time and from one set of participants to another . Different participants emphasized different aspects of a specific decision depending on which aspects were relevant for the respective arenas of ...
... clear . The interpretation changed over time and from one set of participants to another . Different participants emphasized different aspects of a specific decision depending on which aspects were relevant for the respective arenas of ...
Page 164
... clear internal logic . At the same time , it is also clear that various participants tried at various times to manage the process . Interventions were made with the intent of controlling the flow of events . Some interventions were ...
... clear internal logic . At the same time , it is also clear that various participants tried at various times to manage the process . Interventions were made with the intent of controlling the flow of events . Some interventions were ...
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