Ambiguity and Choice in Organizations |
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Page 63
... organization . A person is integrated to the extent to which he accepts responsibility for the organization and feels that the actions of the organiza- tion are fundamentally his actions or the actions of those he trusts . The converse ...
... organization . A person is integrated to the extent to which he accepts responsibility for the organization and feels that the actions of the organiza- tion are fundamentally his actions or the actions of those he trusts . The converse ...
Page 92
... organization . Organizations may be character- ized in terms of their load autonomy . An organization with high load autonomy is one in which the various participants control their activities within and outside the organization to a pre ...
... organization . Organizations may be character- ized in terms of their load autonomy . An organization with high load autonomy is one in which the various participants control their activities within and outside the organization to a pre ...
Page 381
... organizations ( Edelman , 1964 ; Olsen , 1970a ) . They become particularly over- powering when the organization is culturally deviant , committed to collective decision making , and emotionally important in the lives of its members ...
... organizations ( Edelman , 1964 ; Olsen , 1970a ) . They become particularly over- powering when the organization is culturally deviant , committed to collective decision making , and emotionally important in the lives of its members ...
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