Ambiguity and Choice in Organizations |
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Page 198
... HIERARCHICAL POSITION Figure 9.1 . Hierarchical position and perceptions of power within the university From this it is easy to see that the president is subject to two major costs with respect to power : The first costs are the costs ...
... HIERARCHICAL POSITION Figure 9.1 . Hierarchical position and perceptions of power within the university From this it is easy to see that the president is subject to two major costs with respect to power : The first costs are the costs ...
Page 283
... hierarchical groups but cannot be shared over different fields , groups lower in the hierarchical structure will be less interested as groups , in formal participation than in fields where rewards are more divisible , or divisible only ...
... hierarchical groups but cannot be shared over different fields , groups lower in the hierarchical structure will be less interested as groups , in formal participation than in fields where rewards are more divisible , or divisible only ...
Page 333
... hierarchical conflicts - with strong demands for participation from non - leaders and strong resistance against these demands from leaders less likely . The ways in which the main rewards could be divided have not followed the hierarchical ...
... hierarchical conflicts - with strong demands for participation from non - leaders and strong resistance against these demands from leaders less likely . The ways in which the main rewards could be divided have not followed the hierarchical ...
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