Ambiguity and Choice in OrganizationsScandinavian University Press, 1979 - 408 pages |
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Page 178
... flows from tuition and federal subsidies . Resources coming to the university from the student enrollment flow are then distributed by the university to the departments in the operating budget . II . The institutional reputation flow ...
... flows from tuition and federal subsidies . Resources coming to the university from the student enrollment flow are then distributed by the university to the departments in the operating budget . II . The institutional reputation flow ...
Page 181
... flow provides an administrator with little flexibility . He must , for the most part , ratify the market and approve ... flow is in direct contrast with the enroll- ment cycle . First , it is minor for most institutions . Second , it is ...
... flow provides an administrator with little flexibility . He must , for the most part , ratify the market and approve ... flow is in direct contrast with the enroll- ment cycle . First , it is minor for most institutions . Second , it is ...
Page 182
... flow has been the subject of considerable investigation and grief over the past few years . Like the institutional reputation flow , the research reputation flow is a small one for most colleges . Where it does exist , the administrator ...
... flow has been the subject of considerable investigation and grief over the past few years . Like the institutional reputation flow , the research reputation flow is a small one for most colleges . Where it does exist , the administrator ...
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