Ambiguity and Choice in Organizations |
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Page 198
... HIERARCHICAL POSITION Figure 9.1 . Hierarchical position and perceptions of power within the university From this it is easy to see that the president is subject to two major costs with respect to power : The first costs are the costs ...
... HIERARCHICAL POSITION Figure 9.1 . Hierarchical position and perceptions of power within the university From this it is easy to see that the president is subject to two major costs with respect to power : The first costs are the costs ...
Page 283
... hierarchical groups but cannot be shared over different fields , groups lower in the hierarchical structure will be less interested as groups , in formal participation than in fields where rewards are more divisible , or divisible only ...
... hierarchical groups but cannot be shared over different fields , groups lower in the hierarchical structure will be less interested as groups , in formal participation than in fields where rewards are more divisible , or divisible only ...
Page 333
... hierarchical conflicts with strong demands for participation from non - leaders and strong resistance against these demands from leaders less likely . The ways in which the main rewards could be divided have not followed the hierarchical ...
... hierarchical conflicts with strong demands for participation from non - leaders and strong resistance against these demands from leaders less likely . The ways in which the main rewards could be divided have not followed the hierarchical ...
Contents
People Problems Solutions and the Ambiguity | 24 |
Attention and the Ambiguity of Selfinterest | 38 |
Introduction | 54 |
Copyright | |
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3rd grade accepted action active administrative alternative assembly associate assume attention attitudes become behavior beliefs Board candidates chairman choice opportunities clear College completely concerns consider consistent deadline dean decided decision demands discussion District educational effects energy established existing expect fact faculty faculty members flow formal four garbage give given goals governance grade house meeting ideas important increase indicate individual interest interpretation involved issues leaders less major March non-leaders observed organization organizational outcomes parents participation particular perceived period persons physics political position possible present problems procedures produced professional professors proposal question rational reasons relatively reorganization response result school committee situation social solutions strong structure suggest Table teachers theory tion Tromsø values vote