Ambiguity and Choice in OrganizationsScandinavian University Press, 1979 - 408 pages |
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Page 52
... person's time allocation is a factor in another person's allocation . Although such a relation does not make the model impossible , it does create some practical , technical difficulties . The difficulties are not only those of the ...
... person's time allocation is a factor in another person's allocation . Although such a relation does not make the model impossible , it does create some practical , technical difficulties . The difficulties are not only those of the ...
Page 61
... person " sees " and beliefs about what a person " likes " . The beliefs about what a person sees include the ways in which the indivi- dual defines actions and outcomes , the theories he has about the world , and his interpretations of ...
... person " sees " and beliefs about what a person " likes " . The beliefs about what a person sees include the ways in which the indivi- dual defines actions and outcomes , the theories he has about the world , and his interpretations of ...
Page 136
... person , no good indirect knowledge about him as a person from trustworthy sources . Middle knowledge : Met the candidate very briefly , indirect knowledge from trustworthy sources . High knowledge : Met the person several times in ...
... person , no good indirect knowledge about him as a person from trustworthy sources . Middle knowledge : Met the candidate very briefly , indirect knowledge from trustworthy sources . High knowledge : Met the person several times in ...
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