Ambiguity and Choice in Organizations |
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Page 45
... rational action . Attention is a scarce resource ; not everyone can attend to everything all of the time . It is easy to overlook the importance of scarcity when one deals with only a single decision or a single choice arena ; it ...
... rational action . Attention is a scarce resource ; not everyone can attend to everything all of the time . It is easy to overlook the importance of scarcity when one deals with only a single decision or a single choice arena ; it ...
Page 47
... rational model of attention makes decision outcomes highly contextual . Since every entrance is an exit somewhere else , the distribution of " entrances " depends on the attri- butes of the choice being left as much as it does on the ...
... rational model of attention makes decision outcomes highly contextual . Since every entrance is an exit somewhere else , the distribution of " entrances " depends on the attri- butes of the choice being left as much as it does on the ...
Page 312
... rationally . The larger the class , the larger the problem of activating rational actors . Each want to get the rewards , but want others to pay the costs or participation . For a criticism of this view see Rogowski ( 1969 ) and ...
... rationally . The larger the class , the larger the problem of activating rational actors . Each want to get the rewards , but want others to pay the costs or participation . For a criticism of this view see Rogowski ( 1969 ) and ...
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