Ambiguity and Choice in OrganizationsScandinavian University Press, 1979 - 408 pages |
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Page 34
... decision maker shifts from one choice to another . 5. Decision difficulty . We want to be able to characterize the ease with which a system makes decisions . Because of the way in which decisions can be made in the system ( see the ...
... decision maker shifts from one choice to another . 5. Decision difficulty . We want to be able to characterize the ease with which a system makes decisions . Because of the way in which decisions can be made in the system ( see the ...
Page 351
... decision is a theory . It assumes a connection between activities called the decision process , pronouncements called decisions , and actions called ... decision process is a matter 23 351 Decision Making and Socialization Introduction.
... decision is a theory . It assumes a connection between activities called the decision process , pronouncements called decisions , and actions called ... decision process is a matter 23 351 Decision Making and Socialization Introduction.
Page 379
... decision . Almost all members of the school were involved . A total of 12 papers , reports and resolutions totaling ... decision was made , the teacher group precipitated a new crisis by firing the third grade teacher . Most of the ...
... decision . Almost all members of the school were involved . A total of 12 papers , reports and resolutions totaling ... decision was made , the teacher group precipitated a new crisis by firing the third grade teacher . Most of the ...
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