Ambiguity and Choice in Organizations |
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Page 125
... involved , some new people tried to gain leadership , and a certain polarization in interaction took place . However , we also observed that the activity to a limited degree was focused on generating solutions . Several faculty members ...
... involved , some new people tried to gain leadership , and a certain polarization in interaction took place . However , we also observed that the activity to a limited degree was focused on generating solutions . Several faculty members ...
Page 133
... involvement in university decision- making . Student leaders were already heavily involved in another choice opportunity - the firing of three assistant professors in another school on the campus . If the choice had become a matter of ...
... involvement in university decision- making . Student leaders were already heavily involved in another choice opportunity - the firing of three assistant professors in another school on the campus . If the choice had become a matter of ...
Page 269
... involved were either not involved at all or were involved very sporadically . This low saliency was signalled not only by the rather small number of individuals actively concerned in the decisions , but by the frequent difficulty that ...
... involved were either not involved at all or were involved very sporadically . This low saliency was signalled not only by the rather small number of individuals actively concerned in the decisions , but by the frequent difficulty that ...
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