Ambiguity and Choice in Organizations |
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Page 156
... leaders are consistent with the basic ideology of the organization . Deviation from the norm is assumed to lead to resistance from followers and , thus , increased chance of leadership failure . There is ample evidence that participants ...
... leaders are consistent with the basic ideology of the organization . Deviation from the norm is assumed to lead to resistance from followers and , thus , increased chance of leadership failure . There is ample evidence that participants ...
Page 286
... leader expect participation in the future via normal circulation of elites ? To what degree can the potential parti- cipant affect his own chances for future leadership through the use of current time and energy ? The potential ...
... leader expect participation in the future via normal circulation of elites ? To what degree can the potential parti- cipant affect his own chances for future leadership through the use of current time and energy ? The potential ...
Page 292
... leaders have good prospects for future leadership , leaders do not . The Cell IV situation is closest to one in which leadership is perceived primarily as a burden by everyone . Each person tries to avoid the costs of participation . We ...
... leaders have good prospects for future leadership , leaders do not . The Cell IV situation is closest to one in which leadership is perceived primarily as a burden by everyone . Each person tries to avoid the costs of participation . We ...
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