Ambiguity and Choice in OrganizationsScandinavian University Press, 1979 - 408 pages |
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Page 114
... consider as dean , whom he might consider only if someone made a strong case for the candidate , and whom he would not accept under any circumstances . Again we find that few candidates would have a chance to be accepted if voting took ...
... consider as dean , whom he might consider only if someone made a strong case for the candidate , and whom he would not accept under any circumstances . Again we find that few candidates would have a chance to be accepted if voting took ...
Page 264
... consider the recommendations of the ESC . The process was aided by the fact that the Chairman of the Assembly had ... consider the issues of university governance , including the creation of a new dean to have general responsibility for ...
... consider the recommendations of the ESC . The process was aided by the fact that the Chairman of the Assembly had ... consider the issues of university governance , including the creation of a new dean to have general responsibility for ...
Page 280
... consider the importance of " exit " . That is , how participants may be able to control the effects on themselves of organizational choices by leaving the organization or by substituting outside rewards for the rewards distributed ...
... consider the importance of " exit " . That is , how participants may be able to control the effects on themselves of organizational choices by leaving the organization or by substituting outside rewards for the rewards distributed ...
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