scholarly journals MODEL IMPLEMENTASI KEBIJAKAN PENDIDIKAN KOTA SEMARANG PADA ERA OTONOMI DAERAH

2012 ◽  
Vol 1 (2) ◽  
Author(s):  
Muhdi PPs Universitas Negeri Semarang
Keyword(s):  
Decision Making ◽  
Research And Development ◽  
Educational Policy ◽  
Good Governance ◽  
Decision Makers ◽  
Local Autonomy ◽  
Implementation Model ◽  
Development Approach ◽  
The One ◽  
Management Functions

Abstract. Local autonomy in the education sector has been implemented for more than ten years; however, the results have not been satisfactory yet and have even created various problems, including in Semarang City. The objective of this research is to obtain the implementation model of the educational policy of Semarang City in the local autonomy era. This research uses the research and development approach. The research results show that the appropriate implementation model of the educational policy of Semarang City in the local autonomy era is the one which applies the interactive and participative principles, management functions and good governance. The decision making and the accomplishment of the educational policy should be done through the interactions among the decision makers, the decision implementers and the decision users so that all parties can give inputs and evaluation. The implementation of the policy is accomplished by applying the management functions especially organizing, actuating and controlling as well as applying the principle of good governance, i.e. transparency, accountability, fairness and responsiveness.Abstrak. Otonomi daerah bidang pendidikan telah lebih sepuluh tahun dilaksanakan; namun hasilnya belum menggembirakan, bahkan memunculkan berbagai masalah baru, termasuk di kota Semarang. Tujuan penelitian ini adalah mendapatkan model implementasi kebijakan pendidikan kota Semarang pada era otonomi daerah. Pendekatan dalam penelitian ini adalah penelitian dan pengembangan. Hasil penelitian ini adalah:?é?á bahwa model implementasi kebijakan pendidikan kota Semarang pada era otonomi daerah yang sesuai adalah model implementasi kebijakan pendidikan yang menerapkan prinsip interaktif, partisipatif, fungsi manajemen dan good governance. Penetapan kebijakan pelaksana dilakukan dengan?é?á interaksi antara penentu kebijakan, pelaksana kebijakan dan pengguna kebijakan, sehingga para pihak dapat memberikan masukan dan evaluasi. Pelaksanaan kebijakan dilakukan dengan?é?á menerapkan fungsi manajemen khususnya organizing, actuating, controlling, dan menerapkan prinsip good goverenance yaitu transparansi, akuntabilitas, fairnes dan responsivitas.Key words: Interactive, participative, management, good goverenance.

Whither the Daang Matuwid?: Overconfidence in Benigno S. Aquino III’s Perception of Survival (2010–2016)

2021 ◽  
Vol 42 (2) ◽  
pp. 124-148
Author(s):  
Eryan Ramadhani
Keyword(s):  
Decision Making ◽  
Political Psychology ◽  
Cognitive Complexity ◽  
Good Governance ◽  
Decision Makers ◽  
Political Institution ◽  
Political Decision ◽  
Ruling Elites ◽  
Political Decision Making

Abstract The study of political decision-making cannot exclude the actors involved in the process. Neither can it disregard the interplay between decision-makers and political institution where they operate. This article aims to explain how perception of survival affects decision-making by focusing on leaders, specifically by analysing Benigno S. Aquino III’s leadership (2010–2016). Built on political psychology, I will show that motivation to maintain power may bias leaders’ reasoning leading to suboptimal decision. Accountability can help leaders mitigate bias, or de-bias, by stimulating their use of cognitive complexity. But the same effort may backfire and make leaders resort to heuristics instead. Where leaders end up in the cognitive spectrum depends on the types of audiences to whom they feel accountable: core (the ruling elites and loyal voters) and external (the opposition and its supporters) audiences. Preoccupation with core audiences can make leaders downplay the opposition challenge. Furthermore, leaders’ perceived understanding of their support base may be erroneous. The result is overconfidence in their perception of survival. I argue that President Aquino’s misperception of survival was rooted in his belief that (1) Filipinos would like to have his legacy continued and that (2) his popularity would help his successor Manuel Araneta Roxas II win the 2016 presidential race. This overconfidence turned out to be detrimental. Roxas’s electoral loss to Rodrigo Duterte put an end to the Daang Matuwid, President Aquino’s good governance platform.

Administrative openness and diversity in Swiss municipalities: how does local autonomy influence transparency practices?

2019 ◽  
Vol 86 (4) ◽  
pp. 782-798
Author(s):  
Nicolas Keuffer ◽  
Vincent Mabillard
Keyword(s):  
Information Dissemination ◽  
Good Governance ◽  
Positive Impact ◽  
Local Level ◽  
Online Information ◽  
Local Autonomy ◽  
Increasing Demand ◽  
Administrative Openness ◽  
Mixed Approach ◽  
The One

The increasing demand for transparency has recently fostered greater openness within public administrations. Considered as an essential tool of good governance, transparency helps reinforce the perceived legitimacy of authorities. At the same time, local autonomy has been increasingly embraced in recent decades and recommended by many international institutions. This article combines these two concepts and seeks to highlight the causal relationship that binds them. Given its diversity, Switzerland offers fertile ground for assessing the influence of local autonomy on information-dissemination practices through a comparative perspective. To do so, this article has adopted a mixed approach, based on the creation of a transparency index for two Swiss cantons and on interviews conducted with elected officials from 16 municipalities. The results show, on the one hand, that transparency practices diverge sharply between Swiss municipalities and, on the other hand, that autonomy does have an influence on the degree of transparency at the local level. They encourage further reflection on local government practices and methods to measure what they mean for relations between authorities and citizens. Points for practitioners In this article, the development of a transparency index provides an insight into the very diverse online information-dissemination practices of Swiss municipalities. It reveals that municipal autonomy has a positive impact on the degree of transparency at the local level. The interviews conducted also show that proximity to citizens makes it possible to circumvent the lack of resources available to smaller municipalities through more direct information channels. These results encourage proactive communication by elected municipal officials.

scholarly journals Die proses van partikuliere en openbare besluitneming

1983 ◽  
Vol 14 (2) ◽  
pp. 80-87
Author(s):  
S. S. Brand
Keyword(s):  
Decision Making ◽  
Decision Makers ◽  
The Other ◽  
The Public ◽  
Private And Public ◽  
Decision Making Processes ◽  
The One ◽  
Two Sectors ◽  
Public Decision ◽  
Public Decision Making

Private and public decision-making The interaction between the private and public sectors is important in South Africa. Much criticism is expressed by the one sector against the other. This can be partly attributed to an incomplete understanding of the processes of decision-making in the two sectors, and of the differences between them. A comparison is drawn between the most important elements of the decision-making processes in the two sectors. Public decision-making deals mostly with matters concerning the community and the economy as a whole, whereas private decision-making is concerned mostly with parts of the whole. The aims at which decision-making in the two sectors are directed, differ accordingly, as do the perceptions of the respective decision-makers of the environment in which they make decisions. As a consequence, the criteria for the success of a decision also differ substantially between the two sectors. The implications of these differences between private and public decision-making for the approach to inflation and the financing of housing, are dealt with as examples. Finally, differences between the ways in which decisions are implemented in the two sectors, also appear to be an important cause of much of the criticism from the private sector about decision-making in the public sector.

A Framework for Developing Management Intelligent Systems

2017 ◽  
pp. 503-521
Author(s):  
Zhaohao Sun
Keyword(s):  
Decision Making ◽  
Decision Support ◽  
Research And Development ◽  
Intelligent Systems ◽  
Support Systems ◽  
Management Decision ◽  
The Core ◽  
Management Decision Making ◽  
Core Components ◽  
Management Functions

This paper proposes a framework for developing management intelligent systems (MiS). The proposed framework identifies the main management functions, intelligent systems and decision support systems (DSS) for planning, organizing, leading and controlling, and their corresponding applications as the core components of MiS. It integrates the main management functions with intelligent systems and DSS in a context of decision making by managers in organizations. This paper also examines intelligent systems for management and management decision making. The approach proposed in this paper might facilitate research and development of MiS, management, intelligent systems, and information systems.

scholarly journals Good governance and transparency

2020 ◽  
Vol 1 (2) ◽  
pp. 343-353
Author(s):  
Laura Vilone ◽  
Keyword(s):  
Decision Making ◽  
Good Governance ◽  
The State ◽  
The Other ◽  
Decision Making Process ◽  
Public Authorities ◽  
The Public ◽  
Public Action ◽  
Special Place ◽  
The One

The notion of “good governance” implies the special place given to the State. Such a model is defined by the effectiveness of certain guarantees such as the independence of the judiciary, the correct and fair management of expenditure but also administrative transparency. Indeed, the latter depends on the sincerity of those involved in public action, on the one hand, and the constant dialogue between the public authorities and the public, on the other hand. The purpose of this intervention is to demonstrate that the realisation of the model of “good governance” is based, above all, on the existence of an administration that fully understands the requirements of administrative transparency. The two pillars of “good governance” would thus be the foundations of the principle of transparency: communication with citizens and their participation in the process of the decision-making process.

scholarly journals TRL Scale Limits for Policy for Research and Innovation in the Military Field

2019 ◽  
Vol 25 (3) ◽  
pp. 156-163
Author(s):  
Toma Pleşanu ◽  
Sorin Pînzariu
Keyword(s):  
Decision Making ◽  
Research And Development ◽  
Decision Makers ◽  
Feedback Mechanisms ◽  
Military Equipment ◽  
Research And Innovation ◽  
The Military ◽  
Innovation Processes ◽  
The Eu

Abstract At present, the TRL scale is used as an instrument in decision making regarding investments in research and development also at EU level. This requires different methods to make this instrument operational by adjusting (or understanding) TRL definitions. The scale must be adapted to the specific purpose of the funding by the EU of CDI programmes, because it does not approach the feedback mechanisms that are part of the innovation processes. This paper analyses conceptually and contextually the TRL scale also used in acquisitions of military equipment, in order to emphasize the necessity of the scale so that it corresponds to the purpose of the European decision makers.

scholarly journals NEW GROUP DECISION-MAKING ARCAS APPROACH BASED ON THE INTEGRATION OF THE SWARA AND THE ARAS METHODS ADAPTED FOR NEGOTIATIONS

2017 ◽  
Vol 18 (4) ◽  
pp. 599-618 ◽  
Author(s):  
Dragisa STANUJKIC ◽  
Edmundas Kazimieras ZAVADSKAS ◽  
Darjan KARABASEVIC ◽  
Zenonas TURSKIS ◽  
Violeta KERŠULIENĖ
Keyword(s):  
Decision Making ◽  
Group Decision Making ◽  
Operation Research ◽  
Group Decision ◽  
Negotiation Process ◽  
Decision Makers ◽  
Practical Implementation ◽  
The One ◽  
Selection Of

Groups are generally considered to be more effective as compared to single individuals. The practical implementation of Operation Research methods in group negotiations needs simple contexts and clear cause-and-effect relationships easily discernible by everyone. This paper proposes a multi-criteria group decision-making approach allowing decision makers/experts involved in a negotiation process to better express and defend their preferences in the selection of the best alternative. In the proposed approach, the most appropriate alternative is the alternative with the largest number of appearances in the first position or in ranking lists, or the one determined based on negotiations of decision makers/experts. The proposed ARCAS approach is based on the use of the ARAS method, a new normalization procedure, and the SWARA method. In the proposed approach, each decision maker/expert involved in evaluation has an opportunity to set the preferred level of rating for each criterion used in such evaluation. Finally, a case study is presented in order to highlight the proposed approach. The obtained results confirm the usability and efficiency of the proposed approach.

TEA

2012 ◽  
Vol 3 (3) ◽  
pp. 41-63 ◽  
Author(s):  
Zhaohao Sun ◽  
Grant Meredith ◽  
Andrew Stranieri
Keyword(s):  
Decision Making ◽  
Decision Support ◽  
Web Services ◽  
Research And Development ◽  
Decision Support Systems ◽  
Support Systems ◽  
Decision Makers ◽  
Generic Framework

This paper proposes TEA: a generic framework for decision making in web services, which integrates the environment (6 Ps) of decision making, the behaviors (6 Cs) of decision makers, and inner activities (another 6 Ps) of decision makers. This framework unifies what the decision makers can “eye” (the above-mentioned first 6Ps), should “think” (the above-mentioned another 6 Ps) and “act” (6 Cs), whenever making decisions in web services. The paper also examines interrelationships among the first 6 Ps, 6 Cs, and another 6Ps, and their influences on decision making in web services. The proposed approach will facilitate research and development of decision making and decision support systems in web services.

GOALS

PEDIATRICS ◽  
1978 ◽  
Vol 62 (4) ◽  
pp. 566-566
Keyword(s):  
Decision Making ◽  
Evaluation System ◽  
Current Approach ◽  
Decision Makers ◽  
The Other ◽  
Factual Knowledge ◽  
Factual Information ◽  
Good Decision ◽  
Approach To Teaching ◽  
The One

House officers and students... frequently argue that factual information and knowledge of pathophysiology are more important to the student, that the reward and evaluation system in medical schools is based largely on one's store of information rather than on one's decision-making capability. This latter argument is difficult to counter, since it does reflect much of the current approach to teaching and evaluation. It also brings into focus, however, the question of goals. Presumably our intent is to educate physicians to be good decision makers. What remains to be determined is what mix of teaching efforts directed towards factual knowledge on the one hand and the strategy of decision making on the other is likely to produce the most effective clinicians.

A Framework for Developing Management Intelligent Systems

2016 ◽  
Vol 6 (1) ◽  
pp. 37-53 ◽  
Author(s):  
Zhaohao Sun
Keyword(s):  
Decision Making ◽  
Decision Support ◽  
Information Systems ◽  
Research And Development ◽  
Intelligent Systems ◽  
Management Decision ◽  
The Core ◽  
Management Decision Making ◽  
Core Components ◽  
Management Functions

This paper proposes a framework for developing management intelligent systems (MiS). The proposed framework identifies the main management functions, intelligent systems and decision support systems (DSS) for planning, organizing, leading and controlling, and their corresponding applications as the core components of MiS. It integrates the main management functions with intelligent systems and DSS in a context of decision making by managers in organizations. This paper also examines intelligent systems for management and management decision making. The approach proposed in this paper might facilitate research and development of MiS, management, intelligent systems, and information systems.

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