Ambiguity and Choice in OrganizationsScandinavian University Press, 1979 - 408 pages |
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Page 287
... non - leader will prefer a shift in power , k , from leaders to non - leaders . We assume that all leaders have the same amount of power , that all non - leaders have the same amount of power , and that the number of leaders and non - ...
... non - leader will prefer a shift in power , k , from leaders to non - leaders . We assume that all leaders have the same amount of power , that all non - leaders have the same amount of power , and that the number of leaders and non - ...
Page 288
... non - leaders , and ( d ) the larger the number of years a leader expects to be a non - leader , the less resistance against demands for participation from non - leaders . Organi- zations with a high probability of downward mobility for ...
... non - leaders , and ( d ) the larger the number of years a leader expects to be a non - leader , the less resistance against demands for participation from non - leaders . Organi- zations with a high probability of downward mobility for ...
Page 289
... non - leaders to escape the strains of Cell I. Leaders may try to weaken the pressure for leadership ( so that the organization moves in the ... leaders consider them more important than do leaders . Suppose the types of choices 289.
... non - leaders to escape the strains of Cell I. Leaders may try to weaken the pressure for leadership ( so that the organization moves in the ... leaders consider them more important than do leaders . Suppose the types of choices 289.
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