Ambiguity and Choice in Organizations |
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Page 24
... Relevance MICHAEL D. COHEN University of Michigan JAMES G. MARCH Stanford University JOHAN P. OLSEN University of Bergen ... Relevant solutions are asso- ciated with appropriate problems and choices are made in order to resolve problems ...
... Relevance MICHAEL D. COHEN University of Michigan JAMES G. MARCH Stanford University JOHAN P. OLSEN University of Bergen ... Relevant solutions are asso- ciated with appropriate problems and choices are made in order to resolve problems ...
Page 66
... relevant events that he likes and preventing relevant events that he dislikes . Proposition 6 : An organizational participant will come to believe that people he trusts cause events he likes and that people he distrusts cause events he ...
... relevant events that he likes and preventing relevant events that he dislikes . Proposition 6 : An organizational participant will come to believe that people he trusts cause events he likes and that people he distrusts cause events he ...
Page 135
... relevance of " artifactual " models . 2 Because of the part - time character of participation , it becomes difficult to specify the relevant participants in advance , and the time - demands of decisions becomes important . We need ...
... relevance of " artifactual " models . 2 Because of the part - time character of participation , it becomes difficult to specify the relevant participants in advance , and the time - demands of decisions becomes important . We need ...
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