Suchergebnisse

Las decisiones estratégicas moldean el curso tomado por una organización, sea ésta parte del sector público y del sector privado. En este artículo se reporta un análisis de 150 casos de toma de decisiones estratégicas en organizaciones de propiedad tanto pública como privada. Se identifican tres tipos de procesos de toma de decisiones, esporádicos, fluidos y constreñidos. Se examinan las diferencias debidas a la naturaleza de la materia sujeta a decisión y a la naturaleza de la organización. Se describen las diferencias en la inclinación a procesos de toma de decisión esporádicos por parte de la administración de organizaciones de propiedad pública. /p>

Strategic decisions shape the course taken by an organization, whether it be in the public sector or the private sector. An analysis is reported of 150 cases of the making of such decisions in both publicly and privately owned organizations. Three types of decision‐making process are identified, sporadic, fluid, and constricted. Differences due to the nature of the subject matter under decision, and to the nature of the organization, are examined. Differences in the propensity to sporadic decision‐making processes in the administration of publicly owned organizations are described.

STRATEGIC DECISIONS SHAPE THE COURSE TAKEN BY AN ORGANIZATION, WHETHER IT BE IN THE PUBLIC SECTOR OR THE PRIVATE SECTOR. AN ANALYSIS IS REPORTED OF 150 CASES OF THE MAKING OF SUCH DECISIONS IN BOTH PUBLICLY AND PRIVATELY OWNED ORGANIZATIONS. THREE TYPES OF DECISIONMAKING PROCESS ARE IDENTIFIED, SPORADIC, FLUID, AND CONSTRICTED. DIFFERENCES DUE TO THE NATURE OF THE SUBJECT MATTER UNDER DECISION, AND TO THE NATURE OF THE ORGANIZATION, ARE EXAMINED. DIFFERENCES IN THE PROPENSITY TO SPORADIC DECISION-MAKING PROCESSES IN THE ADMINISTRATION OF PUBLICLY OWNED ORGANIZATIONS ARE DESCRIBED.

This paper examines the exercise of power in organizational decision making. Four case studies are presented in the text and are analyzed in terms of the power plays of senior managers who were centrally involved in the decision-making process. In particular, the analysis distinguishes between bounded and unbounded decisions. In the former case the power plays of interests are constrained by preestablished organizational rules and procedures, while in the latter case unbounded decisions are relatively free from such organizational parameters and allow actors to exercise power selectively to secure their own interests. The data suggest that decisions may become unbounded in four ways: through unaccustomed forms of data, individual conflict, and novel topics for decision and where the problem is initiated from an unexpected or unusual source. Where decisions become unbounded the data suggest that those actors who are existing power holders through the control of critical contingencies are also able to take advantage of the rules and procedures of the institution to further their own interests.

This paper pursues the question of whether differences exist between influence patterns in decision making in public and private sector organizations. Results are reported from an analysis of the interest units appearing in 150 strategic decision-making processes studied in 30 British organizations. We conclude that, while there is an overall similarity in the involvement of types of interest units in the two sectors, there are notable differences in the influence exerted.

Abstract
Although polling is not irredeemably broken, changes in technology and society create challenges that, if not addressed well, can threaten the quality of election polls and other important surveys on topics such as the economy. This essay describes some of these challenges and recommends remediations to protect the integrity of all kinds of survey research, including election polls. These 12 recommendations specify ways that survey researchers, and those who use polls and other public-oriented surveys, can increase the accuracy and trustworthiness of their data and analyses. Many of these recommendations align practice with the scientific norms of transparency, clarity, and self-correction. The transparency recommendations focus on improving disclosure of factors that affect the nature and quality of survey data. The clarity recommendations call for more precise use of terms such as "representative sample" and clear description of survey attributes that can affect accuracy. The recommendation about correcting the record urges the creation of a publicly available, professionally curated archive of identified technical problems and their remedies. The paper also calls for development of better benchmarks and for additional research on the effects of panel conditioning. Finally, the authors suggest ways to help people who want to use or learn from survey research understand the strengths and limitations of surveys and distinguish legitimate and problematic uses of these methods.