Ambiguity and Choice in Organizations |
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Page 90
... true for established leaders than for their opponents , and more true in some organizations than others . Sometimes affecting the style - perceptions of potential participants may be a major tool for affecting the outcome of the choice ...
... true for established leaders than for their opponents , and more true in some organizations than others . Sometimes affecting the style - perceptions of potential participants may be a major tool for affecting the outcome of the choice ...
Page 124
... true for some other groups . The students were never really activated . No new representative was appointed when the student member of the search committee left the campus , and the students never made any attempt to get representation ...
... true for some other groups . The students were never really activated . No new representative was appointed when the student member of the search committee left the campus , and the students never made any attempt to get representation ...
Page 299
... true concerning research policies . Only 13.4 % had participated in any formal meeting . 34.4 % had parti- cipated in informal discussions and 52.2 % had not taken part in either formal meetings or informal discussions about the ...
... true concerning research policies . Only 13.4 % had participated in any formal meeting . 34.4 % had parti- cipated in informal discussions and 52.2 % had not taken part in either formal meetings or informal discussions about the ...
Contents
Acknowledgments | 7 |
People Problems Solutions and the Ambiguity | 24 |
Attention and the Ambiguity of Selfinterest X3 | 38 |
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 opportunity 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