Ambiguity and Choice in OrganizationsScandinavian University Press, 1979 - 408 pages |
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Page 40
... rules . Rules specify who is permitted to attend to a particular choice and who is required to do so ; when a decision may be made and when it must be ; which factors may be considered relevant and which must be . The rules may be ...
... rules . Rules specify who is permitted to attend to a particular choice and who is required to do so ; when a decision may be made and when it must be ; which factors may be considered relevant and which must be . The rules may be ...
Page 52
... rules . Since the rules are contingent ones , the result is still heavily dependent on the flow of events within a broader context ; but the rules provide a degree of behavioral stability that is probably greater than the stability that ...
... rules . Since the rules are contingent ones , the result is still heavily dependent on the flow of events within a broader context ; but the rules provide a degree of behavioral stability that is probably greater than the stability that ...
Page 217
... rules come to dominate – without explicit computation . Choice is apparently restricted by rules or norms too broadly shared to be noted but more restrictive then realized . - These rules seem to define sets of possible outcomes . The ...
... rules come to dominate – without explicit computation . Choice is apparently restricted by rules or norms too broadly shared to be noted but more restrictive then realized . - These rules seem to define sets of possible outcomes . 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