Ambiguity and Choice in Organizations |
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Page 15
... behavior ; and it underestimates the ambiguity of self - interest . Any complex social structure has considerable capability for weakening the connection between individual behavior and individual beliefs and preferences . The potential ...
... behavior ; and it underestimates the ambiguity of self - interest . Any complex social structure has considerable capability for weakening the connection between individual behavior and individual beliefs and preferences . The potential ...
Page 57
... behavior . One of the conspicuous things about complex organizations ( or any complex social structure ) is their ability to inhibit the modification of individual behavior on the basis of indivi- dual learning . The complication has ...
... behavior . One of the conspicuous things about complex organizations ( or any complex social structure ) is their ability to inhibit the modification of individual behavior on the basis of indivi- dual learning . The complication has ...
Page 70
... behavior , as well as the behavior of others , in terms of a set of value premises that are presumed to be antecedent to the behavior . Normative theories of choice begin with an assumption of a pre- existent preference ordering defined ...
... behavior , as well as the behavior of others , in terms of a set of value premises that are presumed to be antecedent to the behavior . Normative theories of choice begin with an assumption of a pre- existent preference ordering defined ...
Contents
People Problems Solutions and the Ambiguity | 24 |
Attention and the Ambiguity of Selfinterest | 38 |
Introduction | 54 |
Copyright | |
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3rd grade teacher academic accepted action active administrative allocation alternative ambiguity architecture arena assembly attention attitudes August 27 behavior beliefs candidates chairman choice opportunities choice situations College concerns conflict consider criteria deadline dean decision process decision-making demands desegregation discussion District educational effects energy expect faculty members formal participation full professors garbage garbage can model goals hierarchical house meeting ideology implementation important individual interpretation involved issues junior faculty leaders leadership less major ment non-leaders non-tenured faculty norms Norway Norwegian November 25 observed October 29 Olsen Oppland organization organizational choices outcomes parents perceived percent political position possible problems and solutions procedures professional proposal question rational relatively relevant reorganization response result school committee search committee self-ratings social structure teacher group Telemark tenured theory tion Tromsø Trondheim University of Bergen University of Oslo variables Vice-Chancellor vote