Ambiguity and Choice in OrganizationsScandinavian University Press, 1979 - 408 pages |
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Page 101
... expect that few of the potential participants would activate themselves and that the people participating would do it in a part - time manner . We would expect search behavior to be emphasized . But also , we would expect the patterns ...
... expect that few of the potential participants would activate themselves and that the people participating would do it in a part - time manner . We would expect search behavior to be emphasized . But also , we would expect the patterns ...
Page 110
... expect the " garbage can " to become filled with issues and sentiments . We would expect an expansion of issues and feelings defined as relevant , that new issues would be connected to the choice , and especially that person and process ...
... expect the " garbage can " to become filled with issues and sentiments . We would expect an expansion of issues and feelings defined as relevant , that new issues would be connected to the choice , and especially that person and process ...
Page 199
... expect to find the degree of acceptance of the power model to increase with the degree of conflict in the organization , the size of the organization , the average pleasure derived from politics by participants in the organization . We ...
... expect to find the degree of acceptance of the power model to increase with the degree of conflict in the organization , the size of the organization , the average pleasure derived from politics by participants in the organization . We ...
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