Ambiguity and choice in organizations |
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Page 28
The decision structure is a mapping of individuals on choice opportunities (or
classes of choice opportunities). If we have N potential participants and M
classes of choices, then the decision structure is an N-by-M array which shows
for every ...
The decision structure is a mapping of individuals on choice opportunities (or
classes of choice opportunities). If we have N potential participants and M
classes of choices, then the decision structure is an N-by-M array which shows
for every ...
Page 243
That is, problems are carried to and from choice opportunities by participants.
However, within the context of a given choice, a problem may be exercised or
activated by participants other than its original carrier. Problems may move of
their ...
That is, problems are carried to and from choice opportunities by participants.
However, within the context of a given choice, a problem may be exercised or
activated by participants other than its original carrier. Problems may move of
their ...
Page 376
The inventory, in turn, stimulated attempts to create choice opportunities. This
process stems from the more or less rational concerns of participants, but the
changing meanings that different groups of actors attach to the choice give the
decision ...
The inventory, in turn, stimulated attempts to create choice opportunities. This
process stems from the more or less rational concerns of participants, but the
changing meanings that different groups of actors attach to the choice give the
decision ...
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Contents
Acknowledgments | 7 |
People Problems Solutions and the Ambiguity of | 24 |
Attention and the Ambiguity of Selfinterest | 38 |
Copyright | |
15 other sections not shown
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3rd grade academic accepted active administrative affect allocation alternative ambiguity architecture arena assembly assume attention attitudes behavior beliefs budget candidates chairman choice opportunity choice situations concerns conflict consider consistent criteria deadline dean decision process decision-making demands desegregation discussion enrollment expect faculty members flow formal participation full professors garbage garbage can model goals hierarchical house meeting ideology illegitimacy 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 organization organizational behavior organizational choice organizational learning outcomes parents perceived percent political position possible presidents procedures professional proposal rational relatively relevant reorganization response result school committee search committee social structure teachers tenure theory tion Troms0 Trondheim University of Bergen University of Oslo value premises values variables Vice-Chancellor vote
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Bibliographic information
| Title | Ambiguity and choice in organizations A Scandinavian University Press Publication |
| Authors | James G. March, Johan P. Olsen |
| Editors | James G. March, Johan P. Olsen |
| Contributor | Johan P. Olsen |
| Edition | 2, illustrated, reprint |
| Publisher | Universitetsforlaget, 1979 |
| Original from | the University of Michigan |
| Digitized | 27 Aug 2007 |
| ISBN | 8200019608, 9788200019602 |
| Length | 408 pages |
| Subjects | › › Associations, Institutions, etc Associations, institutions, etc Business & Economics / Organizational Behavior Decision making Decision-making Education / Administration / General Education / General Language Arts & Disciplines / Communication Studies Organization Organizations School management and organization School management and organization Decision making School management and organization/ Decision making Uncertainty |
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