Ambiguity and Choice in Organizations |
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Page 49
... become problematic . When experience is ambiguous , ordinary theories of learning and adaptation become problematic . When success is ambiguous , ordi- nary theories of motivation and personal pleasure become proble- matic . " The ...
... become problematic . When experience is ambiguous , ordinary theories of learning and adaptation become problematic . When success is ambiguous , ordi- nary theories of motivation and personal pleasure become proble- matic . " The ...
Page 192
... become for a president , they have been and still are infrequent . We have argued , however , that this situation is based on the seven key reasons listed above . The last 25 years have been a special era in the history of American ...
... become for a president , they have been and still are infrequent . We have argued , however , that this situation is based on the seven key reasons listed above . The last 25 years have been a special era in the history of American ...
Page 195
... become : 1. Plans become symbols . Academic organizations provide few " real " pieces of feedback data . They have nothing closely analogous to profit or sales figures . How are we doing ? Where are we going ? An organization that is ...
... become : 1. Plans become symbols . Academic organizations provide few " real " pieces of feedback data . They have nothing closely analogous to profit or sales figures . How are we doing ? Where are we going ? An organization that is ...
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