Ambiguity and Choice in Organizations |
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Page 294
... full professors and the associate professors have a very strong majority ) , the deans of the seven schools ( Fakultet ) and one representative elected by the assistant professors and one by the students . The director of the university ...
... full professors and the associate professors have a very strong majority ) , the deans of the seven schools ( Fakultet ) and one representative elected by the assistant professors and one by the students . The director of the university ...
Page 319
... full professors were appointed was the guarantee that they were the best qualified people . Using a voting procedure ... full professor ( chairman ) to consult his colleagues before he made decisions , but whom he should consult , when ...
... full professors were appointed was the guarantee that they were the best qualified people . Using a voting procedure ... full professor ( chairman ) to consult his colleagues before he made decisions , but whom he should consult , when ...
Page 321
... full professors , one junior faculty and the secretary who later became department - secretary in the physics department . Other groups either reacted , trying to delay the decisions and win time , or they ignored the choice . The junior ...
... full professors , one junior faculty and the secretary who later became department - secretary in the physics department . Other groups either reacted , trying to delay the decisions and win time , or they ignored the choice . The junior ...
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