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To order a paperback version of this book, please click here. This is a general book on jurisprudence designed for both the novice and more experienced student, which makes it suitable for first-year law students. It is the first book to distinguish and connect traditional theories of judicial decision-making (e.g., legal formalism, textualism, legal realism, and legal process) with "critical process" (which is critical theory transformed from a theory of legal criticism into a theory of judicial decision-making). Brooks breaks new ground on several other fronts as well -- he employs an innovative framework that divides judicial decision-making models into the "logical method" and the "policy method;" offers a more nuanced conceptualization of judicial policy-formulation in which judges are seen as not only making policy, but also (and more typically) as discovering and vindicating policy; redefines "policy-making" in a manner that is different from our traditional understanding of the term; and synthesizes critical process into three judicial models: symmetrical, asymmetrical, and hybrid. The book is written in two parts. Part 1 (Traditional Process) discusses five major traditional judicial models, each reflective of either the logical method or the policy method. Part 1 ends with a synthesis of the traditional models (dividing them into three categories), which judges who have used the book find to be most useful. Part 2 (Critical Process) begins with a discussion of critical theory's central theme and operating elements and then transforms these features into a theory of outsider-oriented judicial decision making, something judges can actually use in deciding cases. Critical theory is thus transformed into "critical process."
This book is the cuhnination of many years' research inspired by the pioneering and seminal works of Sah and Stiglitz. We gratefully acknowledge the influence of these two authors, whose ideas and contributions have brought us together on this collabo ration, despite our divergent scientific backgrounds (while Catalani is interested in quantitative methods, Clerico is a non-quantitative economist) . We thank the Editor of the Rivista Internazionale di Scienze Economiche e Commerciali for permission to use slightly modified versions of papers published in that Review (they are the content of Chapters I and III of Part I, and of Chapter I of Part II). We heartily thank Ms. Laura McLean for carefully revising our English. The publication of this book has been made possible by a grant from the Department of Economics, University of Turin, Italy. Torino, July 1995 Mario S. Catalani Giuseppe F. CIeri co CONTENTS Introduction 1 PART I Some models of decision making structures I. How and when unanimity is a superior decision rule 15 II. Majority rules and efficiency of the decision process 31 III. Team cooperation vs. independent assessment 41 IV. Leadership and dependence 59 V. The decision making process of political organizations 75 PART II Pyramid decision structures I. Pyramidal structures: a preliminary note 91 II. Other properties of pyramids 103 III. Pyramids and dependence 117 IV. Organization, loyalty, and efficiency 133 Conclusions 151 References 163 Mario S.
-Identify your critical decisions. Focus on those that matter most to your company's performance. --
Black & white print. Principles of Management is designed to meet the scope and sequence requirements of the introductory course on management. This is a traditional approach to management using the leading, planning, organizing, and controlling approach. Management is a broad business discipline, and the Principles of Management course covers many management areas such as human resource management and strategic management, as well as behavioral areas such as motivation. No one individual can be an expert in all areas of management, so an additional benefit of this text is that specialists in a variety of areas have authored individual chapters.
Explores decision making in organizations, highlighting the roles of incentive, conflict, power and politics.
This book describes the use of matrix structures in large, complex organizations such as MNCs. Using an information-processing perspective of organization design, it develops a more comprehensive theory for fitting the structural configurations of matrix structures to key characteristics of firm strategy. Empirical research by the authors supports this theoretical framework. In addition to structural configuration, Understanding Matrix Structures identifies and develops the mode of decision making within a matrix as an important second dimension of matrix structure design. It can be either balanced (joint) decision making by the two dimensions of a matrix or rule-based decision making, where rules pre-assign certain decisions to one dimension or the other for unitary decision making. Recent exploratory research by the authors supports this conceptual framework and provides the potential to create a more flexible matrix structure- one that facilitates a more ambidextrous organization.
Introduction to Business covers the scope and sequence of most introductory business courses. The book provides detailed explanations in the context of core themes such as customer satisfaction, ethics, entrepreneurship, global business, and managing change. Introduction to Business includes hundreds of current business examples from a range of industries and geographic locations, which feature a variety of individuals. The outcome is a balanced approach to the theory and application of business concepts, with attention to the knowledge and skills necessary for student success in this course and beyond. This is an adaptation of Introduction to Business by OpenStax. You can access the textbook as pdf for free at openstax.org. Minor editorial changes were made to ensure a better ebook reading experience. Textbook content produced by OpenStax is licensed under a Creative Commons Attribution 4.0 International License.
Distributed decision making (DDM) has become of increasing importance in quantitative decision analysis. In applications like supply chain management, service operations, or managerial accounting, DDM has led to a paradigm shift. The book provides a unified approach to such seemingly diverse fields as multi-level stochastic programming, hierarchical production planning, principal agent theory, negotiations or contract theory. Different settings like multi-level one-person decision problems, multi-person antagonistic planning, and leadership situations are covered. Numerous examples and real-life planning cases illustrate the concepts. The new edition has been considerably expanded by additional chapters on supply chain management, service operations and multi-agent systems.
Accounting for participation, separation of powers and democratic accountability, federalism gains momentum in times when traditional democratic legitimacy of institutional decision-making is challenged. Its ability to include multiple interests makes federalism a means to ensure good governance. Based on a multidisciplinary analysis, the book tackles the question of whether federalism as a pragmatic governance tool provides answers to current challenges and what those answers are. Thirty-three leading experts critically examine to what extent federalism serves this purpose in compound states, looking at different countries and policies. The volume revolves around five sub-themes: ‘federalism, democracy and governance’, ‘participation mechanisms and procedures’, ‘policy areas compared’, ‘institutional innovation and participatory democracy’ and ‘federalism: from theory to governance’.
This book outlines the creative process of making environmental management decisions using the approach called Structured Decision Making. It is a short introductory guide to this popular form of decision making and is aimed at environmental managers and scientists. This is a distinctly pragmatic label given to ways for helping individuals and groups think through tough multidimensional choices characterized by uncertain science, diverse stakeholders, and difficult tradeoffs. This is the everyday reality of environmental management, yet many important decisions currently are made on an ad hoc basis that lacks a solid value-based foundation, ignores key information, and results in selection of an inferior alternative. Making progress – in a way that is rigorous, inclusive, defensible and transparent – requires combining analytical methods drawn from the decision sciences and applied ecology with deliberative insights from cognitive psychology, facilitation and negotiation. The authors review key methods and discuss case-study examples based in their experiences in communities, boardrooms, and stakeholder meetings. The goal of this book is to lay out a compelling guide that will change how you think about making environmental decisions. Visit www.wiley.com/go/gregory/ to access the figures and tables from the book.