Ambiguity and Choice in Organizations |
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Page 110
... whole problem of the school's organization structure was opened up for debate when a member of the search committee and program B proposed traditional departments along disciplinary lines introduced . The anarchy - aspect was the only ...
... whole problem of the school's organization structure was opened up for debate when a member of the search committee and program B proposed traditional departments along disciplinary lines introduced . The anarchy - aspect was the only ...
Page 258
... whole process , three groups were involved slightly but neither continuously nor effectively . The leadership of the Department of Speech and Drama was not active . During the period , the chairman- ship changed several times . It was ...
... whole process , three groups were involved slightly but neither continuously nor effectively . The leadership of the Department of Speech and Drama was not active . During the period , the chairman- ship changed several times . It was ...
Page 343
... whole . The memoranda - crises can be viewed as an explosion of feelings , emotions , and beliefs building up through the process , but not tied together in any coherent interpretation , and never stated publicly . What then was the ...
... whole . The memoranda - crises can be viewed as an explosion of feelings , emotions , and beliefs building up through the process , but not tied together in any coherent interpretation , and never stated publicly . What then was 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