Ambiguity and Choice in OrganizationsScandinavian University Press, 1979 - 408 pages |
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Page 17
... organizational choice that considers the connection between individual actions and organizational actions sometimes as variable . Organizational action may be determined , or strongly contained , by external forces . Internal process ...
... organizational choice that considers the connection between individual actions and organizational actions sometimes as variable . Organizational action may be determined , or strongly contained , by external forces . Internal process ...
Page 19
... organizational choice , between organizational choice and environmental response , and between environmental response and individual beliefs . Such theories exist in preliminary form already . What might distinguish their use in the ...
... organizational choice , between organizational choice and environmental response , and between environmental response and individual beliefs . Such theories exist in preliminary form already . What might distinguish their use in the ...
Page 66
... organizational participant will come to trust others whom he sees as producing relevant events that he likes and preventing relevant events that he dislikes . Proposition 6 : An organizational participant will come to believe that ...
... organizational participant will come to trust others whom he sees as producing relevant events that he likes and preventing relevant events that he dislikes . Proposition 6 : An organizational participant will come to believe that ...
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