Ambiguity and Choice in OrganizationsScandinavian University Press, 1979 - 408 pages |
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Page 43
... resulting distribution of values to choices result in decisions that are acceptable to dominant interests in the organization ? Some people are perverse relative to the dominant concerns ( or groups ) of the organization . If allowed to ...
... resulting distribution of values to choices result in decisions that are acceptable to dominant interests in the organization ? Some people are perverse relative to the dominant concerns ( or groups ) of the organization . If allowed to ...
Page 92
... result , either the length of time taken to reach a decision must be increased in order to obtain the same amount of attention to the problem , or the number of persons involved must be increased ( with attendent multi- plier effects on ...
... result , either the length of time taken to reach a decision must be increased in order to obtain the same amount of attention to the problem , or the number of persons involved must be increased ( with attendent multi- plier effects on ...
Page 379
... result , some of the pressure is gone by the time of implementation . Fourth , other problems and other solutions come to absorb the attention of the organization . New crises arise . In this case , only two weeks after the ...
... result , some of the pressure is gone by the time of implementation . Fourth , other problems and other solutions come to absorb the attention of the organization . New crises arise . In this case , only two weeks after 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