Ambiguity and Choice in Organizations |
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Page 14
... circumstances , we require a theory of organiza- tional choice that recognizes the loose coupling . We consider each of the four relations , in turn . 1.1.0 Individual Beliefs and Individual Action Most organization theory is purposive ...
... circumstances , we require a theory of organiza- tional choice that recognizes the loose coupling . We consider each of the four relations , in turn . 1.1.0 Individual Beliefs and Individual Action Most organization theory is purposive ...
Page 88
... learned under one set of circumstances ( i.e. high slack ) to the cruelties of a different set ( i.e. , low slack ) . We would expect the usual problems of organizational relearning on the part of all participants . 88.
... learned under one set of circumstances ( i.e. high slack ) to the cruelties of a different set ( i.e. , low slack ) . We would expect the usual problems of organizational relearning on the part of all participants . 88.
Page 166
... circumstances which had less to do with the proposal itself than the context in which it was made and the supporters it attracted.5 8.3.1 The Cancellation of Class Meetings Three days after the refusal of the assembly to vote on ...
... circumstances which had less to do with the proposal itself than the context in which it was made and the supporters it attracted.5 8.3.1 The Cancellation of Class Meetings Three days after the refusal of the assembly to vote on ...
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