Ambiguity and Choice in OrganizationsScandinavian University Press, 1979 - 408 pages |
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Page 198
... POSITION Figure 9.1 . Hierarchical position and perceptions of power within the university From this it is easy to see that the president is subject to two major costs with respect to power : The first costs are the costs of ...
... POSITION Figure 9.1 . Hierarchical position and perceptions of power within the university From this it is easy to see that the president is subject to two major costs with respect to power : The first costs are the costs of ...
Page 274
... position , Brown delayed the elimination of his program for ten years . The apparent difference was in the amount of time and effort he was willing to devote to the problem relative to the time and energy available to others . Neither ...
... position , Brown delayed the elimination of his program for ten years . The apparent difference was in the amount of time and effort he was willing to devote to the problem relative to the time and energy available to others . Neither ...
Page 288
... position of non - leader to a leader - position , or from the position of leader to non - leader . This is the situation closest to the classic " power struggle " model , with strong " they - versus - us " -feelings . Changes in the ...
... position of non - leader to a leader - position , or from the position of leader to non - leader . This is the situation closest to the classic " power struggle " model , with strong " they - versus - us " -feelings . Changes in the ...
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