Ambiguity and Choice in OrganizationsScandinavian University Press, 1979 - 408 pages |
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Page 153
... professional knowledge ( technical competence ) and legal authority . The bureaucracy consequently can be seen as being depen- dent upon experts as well as politicians as sources of legitimacy . At the same time , politicians obviously ...
... professional knowledge ( technical competence ) and legal authority . The bureaucracy consequently can be seen as being depen- dent upon experts as well as politicians as sources of legitimacy . At the same time , politicians obviously ...
Page 241
... professional staff advanced an alternative plan that would have subdivided the city into only three zones . The alternative , called " Tri - Star " violated the " lessons of experience " by appearing to require longer bus rides and by ...
... professional staff advanced an alternative plan that would have subdivided the city into only three zones . The alternative , called " Tri - Star " violated the " lessons of experience " by appearing to require longer bus rides and by ...
Page 302
... professional schools : Theology , Law , Medicine and Dental Medicine . There are two different “ explanations " of the differences ; ( a ) We can use the rational choice model of participation , recognize that the most important ...
... professional schools : Theology , Law , Medicine and Dental Medicine . There are two different “ explanations " of the differences ; ( a ) We can use the rational choice model of participation , recognize that the most important ...
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