Ambiguity and Choice in Organizations |
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Page 24
... assume that criteria of relevance are clear . What issues and solutions are associated with what decisions , and what people participate in what decisions are assumed to be relatively unproblematic . In the case of bureaucratic ...
... assume that criteria of relevance are clear . What issues and solutions are associated with what decisions , and what people participate in what decisions are assumed to be relatively unproblematic . In the case of bureaucratic ...
Page 210
... assume that those areas of the country having the greatest power will receive the greatest rewards from the political system . In particular , we assume that colleges will be distributed to the " powerful " . We consider five ...
... assume that those areas of the country having the greatest power will receive the greatest rewards from the political system . In particular , we assume that colleges will be distributed to the " powerful " . We consider five ...
Page 287
... assume that all leaders have the same amount of power , that all non - leaders have the same amount of power , and that the number of leaders and non - leaders is stable over time . Assuming no discounting of future returns , a non ...
... assume that all leaders have the same amount of power , that all non - leaders have the same amount of power , and that the number of leaders and non - leaders is stable over time . Assuming no discounting of future returns , a non ...
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