scholarly journals Decision Making in Committees: Transparency, Reputation, and Voting Rules

2007 ◽  
Vol 97 (1) ◽  
pp. 150-168 ◽  
Author(s):  
Gilat Levy
Keyword(s):  
Decision Making ◽  
Career Concerns ◽  
Decision Making Process ◽  
Voting Rules ◽  
The Public ◽  
Voting Rule ◽  
The Right

In this paper I analyze the effect of transparency on decision making in committees. I focus on committees whose members are motivated by career concerns. The main result is that when the decision-making process is secretive (when individual votes are not revealed to the public), committee members comply with preexisting biases. For example, if the voting rule demands a supermajority to accept a reform, individuals vote more often against reforms. Transparent committees are therefore more likely to accept reforms. I also find that coupled with the right voting rule, a secretive procedure may induce better decisions than a transparent one. (JEL D71, D72)

Does Your Organization Have the Right Climate for Merit?

1987 ◽  
Vol 16 (2) ◽  
pp. 127-133 ◽  
Author(s):  
Barry Wisdom ◽  
Dennis Patzig
Keyword(s):  
Decision Making ◽  
Organizational Climate ◽  
Decision Making Process ◽  
The Public ◽  
And Performance ◽  
Merit Systems ◽  
The Individual ◽  
The Right ◽  
Performance Results ◽  
The Relationship

The success of merit systems is closely linked to the establishment of key expectations in the minds of employees concerning the relationship between pay and performance. Results of a national survey suggest that different expectations are being formed in the public versus the private sectors. The role organizational climate plays in this finding and in the individual employee's decision making process regarding effort expended at work is modeled and discussed. Suggestions for fostering merit success are also addressed.

scholarly journals Free and Frank Advice and the Official Information Act

2018 ◽  
Vol 14 (2) ◽  
Author(s):  
Andrew Kibblewhite ◽  
Peter Boshier
Keyword(s):  
Decision Making ◽  
New Zealand ◽  
Government Agency ◽  
Government Officials ◽  
The Public ◽  
Good Government ◽  
Work Programme ◽  
The Government ◽  
The Right ◽  
Official Information

Concern exists that New Zealand hasn’t struck the right balance between two potentially competing principles of good government: officials should provide free and frank advice to ministers, and the public should have opportunities to participate in decision making and hold the government to account. Steps we have taken to address this include: strengthening constitutional underpinnings for free and frank advice (Cabinet Manual changes and issuing expectations for officials); a work programme to improve government agency practice in relation to the Official Information Act; and the Office of the Ombudsman reducing uncertainty about when advice can be withheld by issuing new principles-based guidance and providing more advisory services.

scholarly journals Wind Power Deployment: The Role of Public Participation in the Decision-Making Process in Ontario, Canada

2021 ◽  
Author(s):  
Anahita A. Jami ◽  
Philip R. Walsh
Keyword(s):  
Decision Making ◽  
Renewable Energy ◽  
Public Participation ◽  
Wind Power ◽  
Knowledge Broker ◽  
Decision Making Process ◽  
Energy Investment ◽  
The Public ◽  
Public Opposition

A wider use of renewable energy is emerging as a viable solution to meet the increasing demand for global energy while contributing to the reduction of greenhouse gas emissions. However, current literature on renewable energy, particularly on wind power, highlights the social barriers and public opposition to renewable energy investment. One solution to overcome the public opposition, which is recommended by scholars, is to deploy a collaborative approach. Relatively little research has specifically focused on the role of effective communication and the use of a knowledge-broker in collaborative decision-making. This study attempts to fill this gap through the proposition of a participatory framework that highlights the role of the knowledge-broker in a wind project decision-making process. In this paper, five illustrative wind projects in Ontario are used to highlight the current situation with public participation and to address how the proposed framework could have improved the process. Based on the recommended collaborative framework, perception must shift from the dominant view of the public as “a risk to be managed” towards “a resource that can be tapped”. The developers need to improve sharing what they know and foster co-learning around questions and concerns.

scholarly journals MULTI CRITERIA DECISION MAKING – RANKING AND PROMOTING EMPLOYEES

2019 ◽  
Vol 31 (5) ◽  
pp. 1235-1241
Author(s):  
Marina Badarovska Mishevska
Keyword(s):  
Decision Making ◽  
Decision Problem ◽  
Decision Makers ◽  
Decision Making Process ◽  
Specific Situation ◽  
Mathematical Tool ◽  
Analytic Hierarchy ◽  
The Right ◽  
Term Performance ◽  
Hierarchy Process

The analytic hierarchy process (AHP) is a structured technique for organizing and analyzing complex decisions, based on mathematics and psychology. The method was developed by Thomas L. Saaty in the 1970s and has been extensively studied and refined since then. It has particular application in group decision making and is used around the world in a wide variety of decision situation. Rather than prescribing a "correct" decision, the AHP helps decision makers choose one that best suits their goal and their understanding of the problem. The technique provides a comprehensive and rational framework for structuring a decision problem, for representing and quantifying its elements, for relating those elements to overall goals, and for evaluating alternative solutions. Decision making is the choice of one alternative, from two or more, to which the course of the activity is directed and the problem is solved. The decision-making process is a rational attempt by the manager to achieve the goals of the organizational unit. The decision-making process can be thought of as a "brain and nervous system" of an enterprise. Decisions are made when a person wants things to be different in the future. Given each specific situation, making the right decisions is probably one of the most difficult challenges for managers. Managers in day-to-day work deliver programmed and unprogrammed decisions that solve simple or complex problems. Simple decisions have an impact on the short-term performance of the enterprise, and complex decisions have an impact on the long-term future and success of the enterprise. Users of the AHP first decompose their decision problem into a hierarchy of more easily comprehended sub-problems, each of which can be analyzed independently. Once the hierarchy is built, the decision makers systematically evaluate its various elements by comparing them to each other two at a time, with respect to their impact on an element above them in the hierarchy. The AHP converts these evaluations to numerical values that can be processed and compared over the entire range of the problem. In this article, it is explained the application of the AHP method in order to evaluate and promote employees in the enterprise "X" with several criteria. The obtained results enable the manager to evaluate the employees in an objective way and make an objective decision for their promotion. Its application for selecting the best among employees, in their assessment and promotion, allows managers to use a specific and mathematical tool to support the decision. This tool not only supports and qualifies decisions, it also allows managers to justify their choice, as well as to simulate possible results.

scholarly journals Factors Influencing Physicians' Clinical Decision-making at Upazila Health Complexes in Bangladesh

2020 ◽  
Vol 3 (4) ◽  
pp. 125-133
Author(s):  
M. Aminul Islam ◽  
M. Abdul Awal
Keyword(s):  
Decision Making ◽  
Social Networks ◽  
Clinical Decision Making ◽  
Average Length ◽  
Clinical Decision ◽  
Primary Data ◽  
Decision Making Process ◽  
Cross Sectional ◽  
The Right ◽  
Consultation Session

ABSTRACT Introduction Selecting the most appropriate treatment for each patient is the key activity in patient-physician encounters and providing healthcare services. Achieving desirable clinical goals mostly depends on making the right decision at the right time in any healthcare setting. But little is known about physicians' clinical decision-making in the primary care setting in Bangladesh. Therefore, this study explored the factors that influence decisions about prescribing medications, ordering pathologic tests, counseling patients, average length of patient visits in a consultation session, and referral of patients to other physicians or hospitals by physicians at Upazila Health Complexes (UHCs) in the country. It also explored the structure of physicians' social networks and their association with the decision-making process. Methods This was a cross-sectional descriptive study that used primary data collected from 85 physicians. The respondents, who work at UHCs in the Rajshahi Division, were selected purposively. The collected data were analyzed with descriptive statistics including frequency, percentage, one-way analysis of variance, and linear regression to understand relationships among the variables. Results The results of the study reveal that multiple factors influence physicians' decisions about prescribing medications, ordering pathologic tests, length of visits, counseling patients, and referring patients to other physicians or hospitals at the UHCs. Most physicians prescribe drugs to their patients, keeping in mind their purchasing capacity. Risk of violence by patients' relatives and better management are the two key factors that influence physicians' referral decisions. The physicians' professional and personal social networks also play an influential role in the decision-making process. It was found that physicians dedicate on average 16.17 minutes to a patient in a consultation session. The length of visits is influenced by various factors including the distance between the physicians' residence and their workplace, their level of education, and the number of colleagues with whom they have regular contact and from whom they can seek help. Conclusion The results of the study have yielded some novel insights about the complexity of physicians' everyday tasks at the UHCs in Bangladesh. The results would be of interest to public health researchers and policy makers.

Public Involvement in the Design of Public Projects

2019 ◽  
Vol 44 (4) ◽  
pp. 73-79
Author(s):  
Emad S. Mushtaha ◽  
Omar Hassan Omar ◽  
Dua S. Barakat ◽  
Hessa Al-Jarwan ◽  
Dima Abdulrahman ◽  
...  
Keyword(s):  
Decision Making ◽  
Design Process ◽  
Public Involvement ◽  
Decision Making Process ◽  
Quantitative Methodology ◽  
Public Project ◽  
The Public ◽  
Public Projects ◽  
Novel Approach ◽  
Building Program

The involvement of the public in the decision-making process is essential, especially in the early stages of a design process. This study aims to achieve the development of an architectural program for a memorial public project, using the outcomes of the Analytical Hierarchy Process (AHP) based on public opinion. It employs a novel approach that sharply focuses on public involvement in the design process, using a quantitative methodology for the development of a suitable building program and selecting a memorial form that meets the public's needs in a practical way. The study drew on data from various memorial projects to identify possible spaces and their selection criteria. A written questionnaire was distributed to a sample of 105 members of the public, to narrow down the number of spaces according to public response. Then, a hearing (spoken) questionnaire was conducted on a sample of 20 to produce the program for development by generating the most strongly preferred form of memorial. The results contradicted the existing norm for a memorial as a sculpture; it was revealed that most of the public preferred memorial landscapes to buildings and great structures. The study concluded that AHP could be used to further involve the relevant stakeholders in the decision-making process of the design of a public project.

13. The nature of judicial review

2020 ◽  
pp. 277-308
Author(s):  
Neil Parpworth
Keyword(s):  
Decision Making ◽  
Judicial Review ◽  
Public Law ◽  
Executive Power ◽  
Decision Making Process ◽  
Private Law ◽  
The Public ◽  
Procedural Reform ◽  
Actual Decision ◽  
Public Bodies

Judicial review is a procedure whereby the courts determine the lawfulness of the exercise of executive power. It is concerned with the legality of the decision-making process as opposed to the merits of the actual decision. Thus it is supervisory rather than appellate. Emphasis is also placed on the fact that the jurisdiction exists to control the exercise of power by public bodies. This chapter discusses the supervisory jurisdiction of the courts, procedural reform, the rule in O’Reilly v Mackman, the public law/private law distinction, collateral challenge, and exclusion of judicial review. The procedure for making a claim for judicial review under the Civil Procedural Rules (CPR) 54 is outlined.

scholarly journals Exploration of Silence's Motives Towards the Work Decisions: The Case of Jordanian Public and Private Schools

2019 ◽  
Vol 9 (1) ◽  
pp. 266
Author(s):  
Osama Khaled Alkhlaifat
Keyword(s):  
Decision Making ◽  
Private Schools ◽  
Human Resources Management ◽  
Point Of View ◽  
Decision Making Process ◽  
Structured Interviews ◽  
Public And Private ◽  
The Public ◽  
Work Related ◽  
Last Stage

The aim of this study has been to investigate and provide a deeper understanding of the motives of silence towards the participation in the work-related decisions, in both the public and private schools in the Jordanian capital (Amman). ‘100’ teachers were interviewed using the semi-structured interviews through the available communication means. The pre-set questions were directed to the sample of the study to identify both the situations related to the decisions and motives leading to silence and non-participation from the respondents' point of view. The motives were classified according to the factors to which they belong, as well as the situations were classified according to each stage of the decision-making process, where some specialists in the field of human resources management had been asked to help in accomplishing the classification. The results showed that the largest percentage of respondents faced at least one situation in which they chose to remain silent. Most of the situations mentioned were related to the first and last stage of decision-making process (identifying the problem and following up the decision). The results also showed that most of the motives were related to the organizational practices by the officials, where the total iteration is twice as the personal motives.

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