Ambiguity and Choice in OrganizationsScandinavian University Press, 1979 - 408 pages |
From inside the book
Results 1-3 of 81
Page 89
... political style secures its legitimacy either from its adherence to Pareto optimal solution or from widespread social acceptance of both the postulates of politics and the distribution of political power within the system . In a non ...
... political style secures its legitimacy either from its adherence to Pareto optimal solution or from widespread social acceptance of both the postulates of politics and the distribution of political power within the system . In a non ...
Page 153
... Politicians are also dependent on their political bases the consti- tuencies and the parties . Constituency and party may be seen as two different sources of rewards in the Norwegian political system . Within such a model , politicians ...
... Politicians are also dependent on their political bases the consti- tuencies and the parties . Constituency and party may be seen as two different sources of rewards in the Norwegian political system . Within such a model , politicians ...
Page 154
... political and administrative authorities . The disagreement among the professionals probably was a necessary condition for political intervention , but also the converse can be said to be true . The possibility for political ...
... political and administrative authorities . The disagreement among the professionals probably was a necessary condition for political intervention , but also the converse can be said to be true . The possibility for political ...
Contents
Acknowledgments | 7 |
People Problems Solutions and the Ambiguity | 24 |
Attention and the Ambiguity of Selfinterest | 38 |
Copyright | |
19 other sections not shown
Other editions - View all
Common terms and phrases
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