Ambiguity and Choice in Organizations |
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Page 86
... issues may be dumped ( an assumption which will be modified and elaborated later ) . In general , the longer a choice remains unresolved , the greater the potential range of issues that are defined as relevant . Similarly with respect ...
... issues may be dumped ( an assumption which will be modified and elaborated later ) . In general , the longer a choice remains unresolved , the greater the potential range of issues that are defined as relevant . Similarly with respect ...
Page 87
... issues may change over time . The model suggests that if the number of alternative choice opportunities decreases or the number of issues increases during the decision period , we would observe essentially the same phenomenon of ...
... issues may change over time . The model suggests that if the number of alternative choice opportunities decreases or the number of issues increases during the decision period , we would observe essentially the same phenomenon of ...
Page 328
... issues more central and reorganiza- tion became a choice opportunity in several departments . The univer- sity administration , and the leaders of the association of junior faculty could meet again over the same issues of the rights ...
... issues more central and reorganiza- tion became a choice opportunity in several departments . The univer- sity administration , and the leaders of the association of junior faculty could meet again over the same issues of the rights ...
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