Ambiguity and Choice in Organizations |
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Page 35
... important choices are much less likely to resolve problems than are unimportant choices . Important choices are made by oversight and flight . Unimportant choices are made by resolution . The differ- ences are substantial . Moreover ...
... important choices are much less likely to resolve problems than are unimportant choices . Important choices are made by oversight and flight . Unimportant choices are made by resolution . The differ- ences are substantial . Moreover ...
Page 112
... important for some people simply to reestablish peace in the school . The other side of the coin was that some of the criteria earlier defined as very important ( e.g. , brightness , defend the quanti- tative orientation and ...
... important for some people simply to reestablish peace in the school . The other side of the coin was that some of the criteria earlier defined as very important ( e.g. , brightness , defend the quanti- tative orientation and ...
Page 292
... importance to either group . ( b ) Decisions may be perceived as important , but both groups have good alternatives to formal participation . ( c ) Decisions are perceived as important , no one has good alternatives , and while non ...
... importance to either group . ( b ) Decisions may be perceived as important , but both groups have good alternatives to formal participation . ( c ) Decisions are perceived as important , no one has good alternatives , and while 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