scholarly journals The Use of COI in the Refugee Status Determination Process in the UK: Looking Back, Reaching Forward

Refuge ◽  
2008 ◽  
Vol 25 (2) ◽  
pp. 182-194
Author(s):  
Jo Pettitt ◽  
Laurel Townhead ◽  
Stephanie Huber
Keyword(s):  
Decision Making ◽  
Refugee Status ◽  
Initial Decision ◽  
Determination Process ◽  
Objective Evidence ◽  
Effective Decision ◽  
Effective Decision Making ◽  
The Uk ◽  
High Level ◽  
Primary Form

In the context of Refugee Status Determination (RSD), while the primary form of evidence is the testimony of the asylum applicant, objective evidence in the form of Country of Origin Information (COI) is recognized as an important— and potentially crucial—tool in decision making. A research project of the Research and Information Unit (RIU) of the Immigration Advisory Service (IAS) examines the use of COI in the RSD process in the UK from initial decision to fi nal appeal. Th e fi ndings highlight the high level of inconsistency in the understanding of and the application of COI in RSD in the UK. It will demonstrate the need for this issue to be urgently addressed in the interest of just and effective decision making in the UK, and help inform discussions at the European and international levels.

DIFFERENCES IN PERCEPTIONS OF EFFECTIVE SEA IN THE UK AND CHINA

2009 ◽  
Vol 11 (04) ◽  
pp. 471-485 ◽  
Author(s):  
THOMAS B. FISCHER ◽  
XU HE
Keyword(s):  
Decision Making ◽  
Questionnaire Survey ◽  
Baseline Data ◽  
Positive Perception ◽  
Regional Authority ◽  
Effective Decision ◽  
Similarities And Differences ◽  
Effective Decision Making ◽  
The Uk

This paper presents results of a project, funded by the British Academy, on perceptions of SEA effectiveness in two countries with formal SEA requirements, but with very different planning and decision-making traditions: the UK and China. Similarities and differences are described, based on a questionnaire survey, conducted at two workshops with local and regional authority representatives, private consultants and academics; at Liverpool University (October 2006) and at Nankai University (March 2007). Whilst many similarities in perceptions are found, some differences are established, particularly regarding the SEA process (which Chinese representatives think should be more flexible versus UK representatives who mostly think it should be more rigorous) and regarding current shortcomings (lack of real influence and non-existence of relevant baseline data for China; too much unused baseline data for the UK). Overall, there was a more positive perception of many Chinese respondents regarding SEA's potential to lead to more effective decision making, greater efficiency of tiered decision making and an ability to enable more effective involvement.

scholarly journals The Market as a Decision-Making Mechanism in a Democracy

2015 ◽  
Vol 7 (11) ◽  
pp. 260
Author(s):  
Panagiotis Evangelopoulos
Keyword(s):  
Decision Making ◽  
Majority Rule ◽  
The Other ◽  
Modern Democracy ◽  
Effective Protection ◽  
Effective Decision ◽  
Effective Decision Making ◽  
The Individual ◽  
High Level ◽  
Voting Mechanism

In my paper I attempt to show that the market is an effective decision-making mechanism in a modern democracy. On the other hand, in a contemporary democratic society, the state must have a limited role, only on the formation of the collective choice through the majority rule. The majority rule is required for the proper functioning of social organization, with the voting mechanism within a framework of strict limitations imposed by individuals with high-level constitutional backing for the effective protection of the individual rights.

Executive Board Report to the IMFC on Reform of Fund Governance

Policy Papers ◽  
2009 ◽  
Vol 09 ◽  
Author(s):  
Keyword(s):  
Decision Making ◽  
Governance Reform ◽  
Executive Board ◽  
Current Crisis ◽  
Rapid Responses ◽  
Effective Decision ◽  
Fund Governance ◽  
Effective Decision Making ◽  
High Level ◽  
Selection Of

This paper responds to the request in the April 2009 IMFC communiqué for the Executive Board to report on governance reform. The current crisis has shown that the Fund’s decision-making structures can deliver the kind of innovative and rapid responses the membership needs and expects. Even so, there is an undercurrent of doubt about the future, reflecting the perception that much of the recent responsiveness has been driven by outside forces (e.g., the G-20) and that, once the crisis fades, old dissatisfactions with vote, voice and process will resurface to undermine the political backing that has been key to the Fund’s renewal. Hence, the IMFC’s interest in reforms to underpin the institution’s legitimacy and effectiveness is important and timely. This report focuses on five areas: fair quota share; high-level engagement; effective decision-making and representation at the Executive Board; open selection of management (and, more broadly, staff diversity); and updating of the Fund’s mandate.

Emotional Intelligence Skills, Leadership, and Conflict in Effective Decision Making Process

2015 ◽  
pp. 378-392
Author(s):  
Burcu Hacioğlu ◽  
Ümit Hacıoğlu ◽  
Hasan Dinçer ◽  
Pelin Şahin Yarbağ ◽  
Türker Tuğsal
Keyword(s):  
Decision Making ◽  
Strategic Decision ◽  
Theoretical Research ◽  
Decision Making Process ◽  
Effective Decision ◽  
Effective Decision Making ◽  
High Level ◽  
Management Capabilities ◽  
The Relationship ◽  
Managerial Traits

There are plenty of researches about EI which have focused on EI and strategic decision making, management capabilities, transformational leadership, managerial traits, personality dimensions. This chapter is putting forth the relationship between EI and managing conflict by theoretical research. In the chapter the authors firstly reiterated the theoretical studies, state the necessity of having high level of EI for accomplishing the decision making process and discuss the relationship between EI, managers and managing conflict. To conclude, the authors state that managers having high EI can understand and evaluate the conflicts among employees and encourage their followers in struggling; with comparison to the ones having low EI.

Are your leaders brain-savvy, and why should you care?

2013 ◽  
Vol 13 (1) ◽  
pp. 11-15
Author(s):  
Jan Hills
Keyword(s):  
Decision Making ◽  
Design Methodology ◽  
Content Type ◽  
Personal Connection ◽  
Effective Decision ◽  
Effective Decision Making ◽  
The Uk ◽  
Industry Sectors ◽  
The Brain ◽  
Insight Into

Purpose – This paper discusses the findings of a survey carried out to understand how employees perceived their leaders. The author was particularly interested in how brain-savvy leaders were – by this, is meant are leaders working in a way that is consistent with how the brain works? The author was interested in the question because she believes that working in a way that is consistent with how the brain works creates efficiency, productivity and engagement as well as improves the chances that change will be successful. Design/methodology/approach – We surveyed 2,000 people by telephone. Respondents were based in the UK and consisted of public sector and private sector employees spanning across all industry sectors. Findings – Our findings suggest leaders are failing to act in a way that is consistent with how the brain works. Less than 5 percent of UK employees said that their leaders were working in a brain-savvy manner and 24 percent said the leader in their organization was brain-fried, that is over stressed, a poor communicator and lacking personal connection. Originality/value – Neuroscience, the science of how the brain works offers insight into the implications for HR in organizations. The science is pointing to a number of ways the brain responds, for example, perceiving threat over reward leading to avoidance and reductions in creativity and effective decision making, and the importance of relationships as a motivator and creating engagement. The science also points to ways HR can help create more brain-savvy leaders and businesses.

Parliamentarism and the Legislative Branch

2017 ◽  
Author(s):  
András Sajó ◽  
Renáta Uitz
Keyword(s):  
Decision Making ◽  
Political Parties ◽  
Legislative Branch ◽  
Effective Decision ◽  
The Law ◽  
Internal Operations ◽  
Effective Decision Making ◽  
The Relationship ◽  
Law Making

This chapter examines the relationship between parliamentarism and the legislative branch. It explores the evolution of the legislative branch, leading to disillusionment with the rationalized law-making factory, a venture run by political parties beyond the reach of constitutional rules. The rise of democratically bred party rule is positioned between the forces favouring free debate versus effective decision-making in the legislature. The chapter analyses the institutional make-up and internal operations of the legislature, the role of the opposition in the legislative assembly, and explores the benefits of bicameralism for boosting the powers of the legislative branch. Finally, it looks at the law-making process and its outsourcing via delegating legislative powers to the executive.

Computing an effective decision making group of a society using social network analysis

2013 ◽  
Vol 28 (3) ◽  
pp. 577-587 ◽  
Author(s):  
Donghyun Kim ◽  
Deying Li ◽  
Omid Asgari ◽  
Yingshu Li ◽  
Alade O. Tokuta ◽  
...  
Keyword(s):  
Decision Making ◽  
Social Network ◽  
Social Network Analysis ◽  
Network Analysis ◽  
Effective Decision ◽  
Effective Decision Making
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