Ambiguity and Choice in OrganizationsScandinavian University Press, 1979 - 408 pages |
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Page 20
... outcome and alternative possible , but not realized , outcomes are seen as fundamental . In our judgment , this idea is a mistake . Substantial differences in final outcomes are sometimes produced by small ( and essentially ...
... outcome and alternative possible , but not realized , outcomes are seen as fundamental . In our judgment , this idea is a mistake . Substantial differences in final outcomes are sometimes produced by small ( and essentially ...
Page 47
... outcomes highly contextual . Since every entrance is an exit somewhere else , the distribution of " entrances " depends on the attri- butes of the choice being left as much as it does on the attributes of the new choice . Substantial ...
... outcomes highly contextual . Since every entrance is an exit somewhere else , the distribution of " entrances " depends on the attri- butes of the choice being left as much as it does on the attributes of the new choice . Substantial ...
Page 388
... outcomes . We may expect this to be reflected in the patterns of self - rating and peer- rating . The assumption that preferences and satisfaction with outcomes are more visible to ego than to alter , is based on three simple arguments ...
... outcomes . We may expect this to be reflected in the patterns of self - rating and peer- rating . The assumption that preferences and satisfaction with outcomes are more visible to ego than to alter , is based on three simple arguments ...
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