Ambiguity and Choice in Organizations |
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Page 200
... less than it actually is ( point e ) , he will generally not realize all of his actual potential power . The costs of weakness are , in fact either ( a − b ) or ( a – e ) , which ever is larger . Presidents who underestimate their ...
... less than it actually is ( point e ) , he will generally not realize all of his actual potential power . The costs of weakness are , in fact either ( a − b ) or ( a – e ) , which ever is larger . Presidents who underestimate their ...
Page 282
... less divisible the rewards , the less interest in participation . The tendency will be that each participant hopes that others will assume the costs of providing the " public " or indivisible good . Where rewards are divisible between ...
... less divisible the rewards , the less interest in participation . The tendency will be that each participant hopes that others will assume the costs of providing the " public " or indivisible good . Where rewards are divisible between ...
Page 286
... less and less active part in the formal decision - making system of the organization , their values and beliefs become more and more important for those ( formally ) running the organization . Moreover , such groups will be less ...
... less and less active part in the formal decision - making system of the organization , their values and beliefs become more and more important for those ( formally ) running the organization . Moreover , such groups will be less ...
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