Ambiguity and Choice in Organizations |
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Page 133
... changed funda- mentally or ended at several different points . Rather small perturba- tions could have changed the story and resulted in alternative scripts , which would have produced : ( a ) Different deans . There is no reason to ...
... changed funda- mentally or ended at several different points . Rather small perturba- tions could have changed the story and resulted in alternative scripts , which would have produced : ( a ) Different deans . There is no reason to ...
Page 282
... changed via units external to the organization . To give some examples from a university context the general prestige and reputation of a department is a " public good " for all its members , and to a very low degree divisible ( even if ...
... changed via units external to the organization . To give some examples from a university context the general prestige and reputation of a department is a " public good " for all its members , and to a very low degree divisible ( even if ...
Page 338
... changed . We attend to who changed in what ways , and relate the changes to the organizational conditions under which each event took place . In 338 The Process of Interpreting Organizational History Introduction 0.
... changed . We attend to who changed in what ways , and relate the changes to the organizational conditions under which each event took place . In 338 The Process of Interpreting Organizational History Introduction 0.
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