Final Report of the CGIAR Working Group on Deliberation and Decision-Making Processes

Report of a working group established at the mid term meeting of the CGIAR in May 1992 by the Chairman of the Group to examine deliberation, decision making, oversight, and information sharing processes in the CGIAR, and to suggest possible changes to accommodate the recent System expansion. The working group was chaired by Robert Herdt.It recommended the CGIAR continue to hold two meetings each year, with mid term meetings in countries where centers were located; also the use of topical parallel sessions at International Centers Week meetings, and streamlining of discussion procedures. The report urged the establishment of a finance committee composed of donor representatives, and a standing committee on system-level evaluation. It suggested combination of existing public awareness activities.Agenda document, CGIAR Mid Term Meeting, May 1993. A preliminary report was discussed at the CGIAR meeting in October 1992

Research Highlights

Research Highlights was a newsletter highlighting the research being done at the Boston University School of Management (Questrom School of Business)

Environmental management decision-making in certified hotels

This paper analyses environmental decision-making against two axes, motivations and decision-making processes, to understand the reasons for pro-environmental behaviour by the managements of Spanish Eco-management and Audit Scheme (EMAS)-certified hotels. Mixed methods were used to study perceptions of EMAS and reasons for being certified, with current and lapsed EMAS-certified firms triangulated against expert interviews and documentary evidence. Four groups of hotels were differentiated: Strategic hotels (22%) (with high levels of integrated environmental management), Followers (48%), Greenwashers (11%) and Laggers (19%) (with low levels of integrated environmental management). Most hotels were found to be internally driven in their purpose and ad hoc in their decision-making, with limited understanding of externally driven benefits and motivation for more systematic management systems. This questions the success of EMAS as both a continuous improvement management and as a market-based regulation tool for hotels. Few hotels overall related high environmental standards to the possibilities of gaining market advantage: most wished to avoid legal challenges. The paper also illustrates the ways in which hotels opportunistically switch certification systems to get what they see as a better deal. © 2011 Taylor & Francis

Boston University Bulletin. School of Management; Graduate Programs, 1980-1981

Each year Boston University publishes a bulletin for all undergraduate programs and separate bulletins for each School and College, Summer Term, and Overseas Programs. Requests for the undergraduat e bulle tin should be addressed to the Admissions Office and those for other bulletins to the individual School or College. This bulletin contains current information regarding the calendar, admissions, degree requirements, fees, regulations, and course offerings. The policy of the University is to give advance notice of change, when ever possible, to permit adjustment. The University reserves the right in its sole judgment to make changes of any nature in its program, calendar, or academic schedule whenever it is deemed necessary or desirable, including changes in course content, the rescheduling of classes with or without extending the academic term, canceling of scheduled classes and other academic activities, and requiring or affording alternatives for schedul ed classes or other academic activities, in any such case giving such notice thereof as is reasonably practicable under the circumstances. Boston University Bulletins (USPS 061-540) are published twenty times a year: one in January, one in March, four in May, four in June, six in July, one in August, and three in September

Multidisciplinary studies in management and development programs in the public sector Semiannual report, 1 Jul. - 31 Dec. 1969

Multidisciplinary research in management, technology dissemination, decision making, and government and university cooperatio

Management of Deciding Decision Making Final Project Advisor in Optimizing Learning

In the management of learning in preparing the final assignment has become an obligation in each university. So, the existence of a final assignment supervisor is very important to help students complete their final assignments. Without the final assignment supervisor can lead to unclear and a directed research in accordance with the provisions of learning management, in this study discusses the role of lecturers in conducting final assignments in both thesis and thesis, lecturers as facilitators start the final assignment, lecturers as final project supervisors, lecturers as a final assignment exam preparation supervisor, stress in preparing the final assignment, communication of students with supervisors, choosing supervisors, consulting techniques with counselors, obstacles during the guidance of the preparation of the final assignment report. With the hope of this research students can choose a mentor where they must master the fields that are in accordance with your final assignment and with the provisions of learning management in Higher Education, and choose a mentor who has enough time to guide you, and a cooperative and communicative guide

Modeling the University Decision Process: The Effects of Faculty Participation in University Decision Making

This paper develops models of decision making in a university setting with and without faculty participation. The models predict values for the level of services or programs offered and the quality of those services in a university setting for either private nonprofit or public universities. These predictions indicate conditions under which outcomes are similar or differ with faculty participation in the decision process. The model predicts that without shared governance that universities may overinvest in non-academic quality (e.g. athletics, recreational activities). This would be exacerbated in for-profit forms of higher education. Notably, nonprofit and/or public institutions are not inefficient relative to for-profit institutions, which questions the rationale for subsidies to for-profit institutions. If academic quality provides positive externalities as has been suggested in the literature, then shared governance may be socially preferred to university decision making without faculty involvement.higher education, faculty governance, university decision making, incentives, nonprofit organization, public organization, organizational behavior

Worker Participation in Management Decision Making

Draft Presented to International Evidence: Worker-Management Institutions and Economic Performance Conference, U.S. Commission on the Future of Worker-Management Relations Suggested Citation Shimada, H. (1994).Paper_Shimada_020694.pdf: 10729 downloads, before Oct. 1, 2020

Decision-focussed resource modelling for design decision support

Resource management including resource allocation, levelling, configuration and monitoring has been recognised as critical to design decision making. It has received increasing research interests in recent years. Different definitions, models and systems have been developed and published in literature. One common issue with existing research is that the resource modelling has focussed on the information view of resources. A few acknowledged the importance of resource capability to design management, but none has addressed the evaluation analysis of resource fitness to effectively support design decisions. This paper proposes a decision-focused resource model framework that addresses the combination of resource evaluation with resource information from multiple perspectives. A resource management system constructed on the resource model framework can provide functions for design engineers to efficiently search and retrieve the best fit resources (based on the evaluation results) to meet decision requirements. Thus, the system has the potential to provide improved decision making performance compared with existing resource management systems

Strategic-decision quality in public organizations : an information processing perspective

This study draws on information processing theory to investigate predictors of strategic-decision quality in public organizations. Information processing theory argues that (a) rational planning practices contribute to strategic-decision quality by injecting information into decision-making and (b) decision-makers contribute to strategic-decision quality by exchanging information during decision-making. These assumptions are tested upon fifty-five Flemish pupil guidance centers. Rational planning practices are operationalized as strategic planning, performance measurement and performance management. Information exchange by decision-makers during decision-making is operationalized as procedural justice of the decision-making process. Results suggest that procedural justice, strategic planning and performance management contribute to strategic-decision quality while performance measurement does not