Ambiguity and Choice in OrganizationsScandinavian University Press, 1979 - 408 pages |
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Page 178
... major donors . Through endowment , current administrations reap the benefits of past reputations . These resources are then distributed to the departments in the operating budget . III . The research reputation flow . Departments ...
... major donors . Through endowment , current administrations reap the benefits of past reputations . These resources are then distributed to the departments in the operating budget . III . The research reputation flow . Departments ...
Page 189
... major faculty groups . The price of a requirement in humanities is a requirement in natural sciences . The major participants will not ordinarily see it that way , of course . Policy is negotiated without clear distinctions between ...
... major faculty groups . The price of a requirement in humanities is a requirement in natural sciences . The major participants will not ordinarily see it that way , of course . Policy is negotiated without clear distinctions between ...
Page 338
... major focus of this chapter . An attempt is made to examine the structural view and the continuous shift view of the process in terms of a case study of how a school within a major American university tried to find a new dean . The ...
... major focus of this chapter . An attempt is made to examine the structural view and the continuous shift view of the process in terms of a case study of how a school within a major American university tried to find a new dean . 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