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Page 85
... utility to the participants . Con- sequently , for any individual participant we can specify a set of con- tributions . Contribution utilities . A utility function transforming contribu- tions into utilities of the individual ...
... utility to the participants . Con- sequently , for any individual participant we can specify a set of con- tributions . Contribution utilities . A utility function transforming contribu- tions into utilities of the individual ...
Page 86
... utility scale , on the other hand , is the point at which the individual is indifferent to leav- ing an organization ... utility balance adjusts quickly to changes in the perception of alternatives . When fewer and poorer alternatives ...
... utility scale , on the other hand , is the point at which the individual is indifferent to leav- ing an organization ... utility balance adjusts quickly to changes in the perception of alternatives . When fewer and poorer alternatives ...
Page 87
... utility for one individual , it will produce an increase for other individuals . There are other reasonable assumptions about individual utility functions ; some will be indicated below when we relate individual participation to other ...
... utility for one individual , it will produce an increase for other individuals . There are other reasonable assumptions about individual utility functions ; some will be indicated below when we relate individual participation to other ...
Contents
Organizational Behavior | 1 |
Classical Organization Theory | 12 |
Intraorganizational | 34 |
Copyright | |
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Abnormal and Social action activities alternatives American Sociological Review analysis assignment problem bargaining chapter characteristics choice cognitive communication complex consequences coordination criteria decision decision problem depends discussed dividual economic effects employee environment evoked example extent extraorganizational factors affecting formal function game theory ganization greater Hence hierarchy Human Relations hypotheses identification important incentives increase inducements Industrial influence innovation interaction Journal of Abnormal Labor level of aspiration major means-end means-end analysis mechanism ment motivation norms Occupational Psychology operational goals organization theory organizational behavior organizational conflict organizational goals participants participation decisions particular perception perfect competition performance Personnel persons planning predict problem problem-solving production propositions rational relevant reward satisfaction scientific management Selznick Simon situation Social Psychology Sociometry specific standards stimulus structure subgoals subgroup subunits task tend therblig tion tional turnover utility variables workers York