Ambiguity and Choice in OrganizationsUniversitetsforlaget, 1976 - 408 páginas |
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Página 24
... political . By a bargaining - political procedure we mean a process by which coalitions are formed and political bargains struck . Choices are made by forming a group with sufficient power to enforce a joint solution to a problem . Both ...
... political . By a bargaining - political procedure we mean a process by which coalitions are formed and political bargains struck . Choices are made by forming a group with sufficient power to enforce a joint solution to a problem . Both ...
Página 89
... political style secures its legitimacy either from its adherence to Pareto optimal solution or from widespread social acceptance of both the postulates of politics and the distribution of political power within the system . In a non ...
... political style secures its legitimacy either from its adherence to Pareto optimal solution or from widespread social acceptance of both the postulates of politics and the distribution of political power within the system . In a non ...
Página 154
... political and administrative authorities . The disagreement among the professionals probably was a necessary condition for political intervention , but also the converse can be said to be true . The possibility for political ...
... political and administrative authorities . The disagreement among the professionals probably was a necessary condition for political intervention , but also the converse can be said to be true . The possibility for political ...
Contenido
Acknowledgments | 7 |
People Problems Solutions and the Ambiguity | 24 |
Attention and the Ambiguity of Selfinterest X3 | 38 |
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3rd grade teacher academic accepted action active administrative allocation alternative ambiguity architecture arena assembly attention attitudes August 27 behavior beliefs candidates chairman choice opportunity choice situations College concerns conflict consider criteria deadline dean decision process decision-making demands desegregation discussion District educational effects energy expect faculty members formal participation full professors garbage garbage can model goals hierarchical house meeting ideology implementation important individual interpretation involved issues junior faculty leaders leadership less major ment non-leaders non-tenured faculty norms Norway Norwegian November 25 observed October 29 Olsen Oppland organization organizational choices outcomes parents perceived percent political position possible problems and solutions procedures professional proposal question rational relatively relevant reorganization response result school committee search committee self-ratings social structure teacher group Telemark tenured theory tion Tromsø Trondheim University of Bergen University of Oslo variables Vice-Chancellor vote