Ambiguity and Choice in Organizations |
From inside the book
Results 1-3 of 28
Page 181
... ment . He may make marginal variations in that pattern . He may occasionally help to get a new department started . He may , under some conditions , be able to intervene in such a way as to affect demand , for example , by encouraging ...
... ment . He may make marginal variations in that pattern . He may occasionally help to get a new department started . He may , under some conditions , be able to intervene in such a way as to affect demand , for example , by encouraging ...
Page 309
... ment within the organization ( excluding all the full professors ) , and ( b ) the actual ratios between tenured and non - tenured positions in each department . The expected tendency can be seen in both sets of data ( Tables 13.7 and ...
... ment within the organization ( excluding all the full professors ) , and ( b ) the actual ratios between tenured and non - tenured positions in each department . The expected tendency can be seen in both sets of data ( Tables 13.7 and ...
Page 327
... ment leader is limited to activity within the constraints the depart- ment sets for his activity . " These changes represented another step away from the " classical institute " model . In 1968 the attack was made even more explicit ...
... ment leader is limited to activity within the constraints the depart- ment sets for his activity . " These changes represented another step away from the " classical institute " model . In 1968 the attack was made even more explicit ...
Contents
Acknowledgments | 7 |
People Problems Solutions and the Ambiguity | 24 |
Attention and the Ambiguity of Selfinterest | 38 |
Copyright | |
19 other sections not shown
Other editions - View all
Common terms and phrases
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