Ambiguity and Choice in Organizations |
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Page 50
... things that are immediate , specific , operational , and doable ; they tend to ignore things that are distant , general , and difficult to translate into action ( March and Simon , 1958 ) . As a result , attention allocation is ...
... things that are immediate , specific , operational , and doable ; they tend to ignore things that are distant , general , and difficult to translate into action ( March and Simon , 1958 ) . As a result , attention allocation is ...
Page 78
... things for which they have no good reason , to be playful with their conception of themselves . It is a facility that requires more careful attention than I can give it , but I would suggest five things as a small beginning : First , we ...
... things for which they have no good reason , to be playful with their conception of themselves . It is a facility that requires more careful attention than I can give it , but I would suggest five things as a small beginning : First , we ...
Page 272
... things are finally settled . Neither is it clear when things start , except possibly retrospectively . Certainly many things seem to start and go nowhere or go somewhere rather distant from where they were expected to go by the ...
... things are finally settled . Neither is it clear when things start , except possibly retrospectively . Certainly many things seem to start and go nowhere or go somewhere rather distant from where they were expected to go by the ...
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