Ambiguity and Choice in Organizations |
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Page 45
... allocation of attention to decisions ( within structural constraints ) by means of three main themes : First , we examine attention as rational action . Attention is a scarce resource ; not everyone can attend to everything all of the ...
... allocation of attention to decisions ( within structural constraints ) by means of three main themes : First , we examine attention as rational action . Attention is a scarce resource ; not everyone can attend to everything all of the ...
Page 50
... allocation tend to give priority to those 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 ...
... allocation tend to give priority to those 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 ...
Page 52
... allocation is a factor in another person's allocation . Although such a relation does not make the model impossible , it does create some practical , technical difficulties . The difficulties are not only those of the student of time ...
... allocation is a factor in another person's allocation . Although such a relation does not make the model impossible , it does create some practical , technical difficulties . The difficulties are not only those of the student of time ...
Contents
Acknowledgments | 7 |
People Problems Solutions and the Ambiguity | 24 |
Attention and the Ambiguity of Selfinterest | 38 |
Copyright | |
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academic accepted action active administrative allocation alternative ambiguity arena assembly attention attitudes behavior beliefs candidates chairman choice opportunities choice situations concerns conflict consider criteria deadline dean decision process decision-making demands desegregation discussion District educational effects enrollment expect faculty members full professors garbage garbage can model goals Hedmark house meeting ideology illegitimacy implementation important individual interest interpretation involved issues junior faculty leaders leadership less level of aspiration major ment non-leaders non-tenured faculty norms Norway observed October 29 Olsen Oppland organization organizational choice outcomes parents perceived percent political position possible presidents problems and solutions procedures professional proposal question rational relatively relevant reorganization response result school committee search committee self-ratings social structure teacher group Telemark tenure theory tion Tromsø Trondheim University of Bergen University of Oslo values variables Vest-Agder Vestfold Vice-Chancellor vote