Ambiguity and Choice in Organizations |
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Page 24
... procedure by which indivi- dual preferences and cognitions are aggregated into organizational choices . The postulated procedures may be bureaucratic - administra- tive . By a bureaucratic - administrative procedure we mean some process ...
... procedure by which indivi- dual preferences and cognitions are aggregated into organizational choices . The postulated procedures may be bureaucratic - administra- tive . By a bureaucratic - administrative procedure we mean some process ...
Page 201
... procedures for decision only marginally relevant to decision outcomes . Choices are made , but much of the activity in formal choice situations does not directly affect them . As a result , beliefs about the power of major participants ...
... procedures for decision only marginally relevant to decision outcomes . Choices are made , but much of the activity in formal choice situations does not directly affect them . As a result , beliefs about the power of major participants ...
Page 287
... procedures for promotion among non - leaders , and the more legitimate the rules and procedures for promotion among non - leaders , and the more the criteria for success are related to other time and energy - consuming activities than ...
... procedures for promotion among non - leaders , and the more legitimate the rules and procedures for promotion among non - leaders , and the more the criteria for success are related to other time and energy - consuming activities than ...
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