Ambiguity and Choice in OrganizationsScandinavian University Press, 1979 - 408 pages |
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Page 27
... Participants . Participants come and go . Since every entrance is an exit somewhere else , the distribution of " entrances " depends on the attributes of the choice being left as much as it does on the attributes of the new choice ...
... Participants . Participants come and go . Since every entrance is an exit somewhere else , the distribution of " entrances " depends on the attributes of the choice being left as much as it does on the attributes of the new choice ...
Page 84
... participant . Second , every decision opportunity in any organization is an ambiguous stimulus . Part - time participants . Only in very rare situations will a decision command the attention of all the potential participants . The ...
... participant . Second , every decision opportunity in any organization is an ambiguous stimulus . Part - time participants . Only in very rare situations will a decision command the attention of all the potential participants . The ...
Page 91
... participants will be more " free " to read their own meaning into the situation and the importance of fictions and rumors will increase , due to lack of check against reality . The differences among the various pictures of the actual ...
... participants will be more " free " to read their own meaning into the situation and the importance of fictions and rumors will increase , due to lack of check against reality . The differences among the various pictures of the actual ...
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