Ambiguity and Choice in OrganizationsScandinavian University Press, 1979 - 408 pages |
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Page 17
... response . The world of the absurd is sometimes more relevant for our understanding of organizational phenomena than is the idea of a tight connection between action and response . This independence of action and response is accentuated ...
... response . The world of the absurd is sometimes more relevant for our understanding of organizational phenomena than is the idea of a tight connection between action and response . This independence of action and response is accentuated ...
Page 57
... response The situation is one that reflects some important dynamics of organi- zational behavior . One of the ... response , and that subsequent action is modified in what appears to be an appropriate fashion . The critical feature is ...
... response The situation is one that reflects some important dynamics of organi- zational behavior . One of the ... response , and that subsequent action is modified in what appears to be an appropriate fashion . The critical feature is ...
Page 233
... Response On April 28 , 1971 Judge Weigel ordered both the District and the NAACP to prepare separate plans for the ... response of the District and its three committees had been largely one of delay and indecision . The one exception to ...
... Response On April 28 , 1971 Judge Weigel ordered both the District and the NAACP to prepare separate plans for the ... response of the District and its three committees had been largely one of delay and indecision . The one exception to ...
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