...Number 2097 Paternalism and Psychology by Edward L. Glaeser December 2005 HARVARD UNIVERSITY Cambridge, Massachusetts This paper can be downloaded without charge from: http://post.economics.harvard.edu/hier/2005papers/2005list.html The Social Science Research Network Electronic Paper Collection: http://ssrn.com/abstract=860865 Paternalism and Psychology Edward L. Glaeser† Does bounded rationality make paternalism more attractive? This Essay argues that errors will be larger when suppliers have stronger incentives or lower costs of persuasion and when consumers have weaker incentives to learn the truth. These comparative statics suggest that bounded rationality will often increase the costs of government decisionmaking relative to private decisionmaking, because consumers have better incentives to overcome errors than government decisionmakers, consumers have stronger incentives to choose well when they are purchasing than when they are voting and it is more costly to change the beliefs of millions of consumers than a handful of bureaucrats. As such, recognizing the limits of human cognition may strengthen the case for limited government. INTRODUCTION An increasingly large body of evidence documenting bounded rationality and non-standard preferences has led many scholars to question eco1 nomics’ traditional hostility towards paternalism. After all, if individuals have so many cognitive difficulties then it is surely possible that government intervention can improve...
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...Laroche being prescriptive and descriptive Laroche follows a prescriptive method in arguing for decision making theory. He argues it is a social representation which will improve decision making. In his abstract he writes “The paper argues that […] the concept of organizational action should not be opposed to decision and decision-making. Decision and decisionmaking are best understood as social representations […]. As organization members think and act in terms of decision-making, a theory of organizational action cannot simply do without a theory of decision-making. “ showing clearly that he is prescribing a certain way of looking upon decision-making. This is further strengthened in the conclusion where he for example writes “This paper argued that decision-making is best understood as a process of reality creation through organization members’ representations of their own role and activity.” The extent to which Laroche is prescriptive is debatable however. He acknowledges descriptive factors such as when he claims in conclusion that “no theory of action can develop without integrating the fact that, to a significant extent, organizational members think and act in terms of decision-making... a relevant phenomenon for a theory of action, not a marginal one”. He lists examples from empirical studies in describing the decision-making process: “bureaucratic processes (e.g., Cyert and March 1963, Carter 1971), political processes (e.g.. Bower 1970), psychological...
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...Ethical Role of the Manager In a broad construction of the ethical role of the manager, managing and leading can be said to be inherently ethics-laden tasks because every managerial decision affects either people or the natural environment in some way—and those effects or impacts need to be taken into consideration as decisions are made. A narrower construction of the ethical role of the manager is that managers should serve only the interests of the shareholder; that is, their sole ethical task is to meet the fiduciary obligation to maximize shareholder wealth that is embedded in the law, predominantly that of the United States, although this point of view is increasingly accepted in other parts of the world. Even in this narrow view, however, although not always recognized explicitly, ethics are at the core of management practice. The ethical role of managers is broadened beyond fiduciary responsibility when consideration is given to the multiple stakeholders who constitute the organization being managed and to nature, on which human civilization depends for its survival. Business decisions affect both stakeholders and nature; therefore, a logical conclusion is that those decisions have ethical content inherently and that managerial decisions, behaviors, and actions are therefore inherently ethical in nature. Whenever there are impacts due to a decision, behavior, or action that a leader or manager makes, there are ethical aspects to that decision or situation. While some skeptics...
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...Daniels Fund Ethics Initiative University of New Mexico http://danielsethics.mgt.unm.edu Integrating Business Ethics in Business Courses INTRODUCTION Teaching business ethics requires an understanding of the organizational dimensions of ethical decisionmaking. Although most people believe that employees learn to be ethical at home and school and through life experiences, the work environment creates challenges for even the most ethical person. For example, employees cannot always make independent ethical decisions due to a corporate culture that has many types of managers and employees using their own concepts of right and wrong. Managers sometimes pressure employees into questionable activities. However, business ethics becomes more transparent once an organization establishes codes of ethics, as well as compliance requirements and ethical leadership. The objective of this chapter is to provide some essential strategies for integrating business ethics into business courses. The authors examine the role of stakeholders, implications of the global financial crisis, and important issues in teaching business ethics, as well as providing resources to integrate business ethics successfully into a course. THE IMPORTANCE OF BUSINESS ETHICS Business courses provide an essential and dynamic foundation for students developing their business careers. Although it is important to teach many traditional concepts such as human resources and marketing, emphasizing emerging topics that are...
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...fails to demonstrate that the challenged practice is job related for the position in question and consistent with business necessity; or (ii) the complaining party makes the demonstration described in subparagraph (C) with respect to an alternative employment practice and the respondent refuses to adopt such alternative employment practice. (B) (i) With respect to demonstrating that a particular employment practice causes a disparate impact as described in subparagraph (A)(i), the complaining party shall demonstrate that each particular challenged employment practice causes a disparate impact, except that if the complaining party can demonstrate to the court that the elements of a respondent’s decisionmaking process are not capable of separation for analysis, the decisionmaking process may be analyzed as one employment practice. (ii) If the respondent demonstrates that a specific employment practice does not cause the disparate impact, the respondent shall not be required to demonstrate that such practice is required by business necessity. (C) The demonstration referred to by subparagraph (A)(ii) shall be in accordance with the law as it existed on June 4, 1989, with respect to the concept of “alternative employment practice”. (2) A demonstration that an employment practice is required by business necessity may not be used as a defense against a claim of intentional discrimination under this subchapter. (3) Notwithstanding any other provision of this subchapter...
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...Research Brief Homeland Security A RAN D IN FRAST RUCT URE , SAFE T Y, AN D E N VIRON ME N T PROGRAM Cybersecurity Economic Issues Corporate Approaches and Challenges to Decisionmaking RAND RESEARCH AREAS THE ARTS CHILD POLICY CIVIL JUSTICE EDUCATION ENERGY AND ENVIRONMENT HEALTH AND HEALTH CARE INTERNATIONAL AFFAIRS NATIONAL SECURITY POPULATION AND AGING PUBLIC SAFETY SCIENCE AND TECHNOLOGY SUBSTANCE ABUSE TERRORISM AND HOMELAND SECURITY TRANSPORTATION AND INFRASTRUCTURE WORKFORCE AND WORKPLACE C ybersecurity economics is an emerging field. There is a significant need for better data, better understanding, and better methods for using resources wisely, not only to protect critical products and services but also to provide assurances that software will work as expected. In two articles, RAND senior scientist Shari Lawrence Pfleeger and her colleagues addressed these key cybersecurity concerns and identified how different types of companies or organizations perceive the importance of cybersecurity and make cybersecurity investment decisions. Abstract The emerging field of cybersecurity economics could benefit from better data, better understanding, and better methods for using resources wisely, not only to protect critical products and services but also to provide assurances that software will work as expected. This research brief presents findings that address these key cybersecurity concerns, perceptions of the importance of cybersecurity, and considerations for cybersecurity...
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...PROCEDURES 1-144. Troop-leading procedures (TLP) provide leaders a framework for decisionmaking during the plan and prepare phases of an operation. This eight-step procedure applies the logic of visualize, describe, and direct to the plan and prepare functions of the operations process. Steps in the TLP include: -Receive the mission. -Issue a warning order (WARNO). -Make a tentative plan. -Initiate movement. -Conduct reconnaissance. -Complete the plan. -Issue the order. -Supervise and assess. 1-145. For a complete discussion on making a tentative plan, see Chapter 6. 28 March 2007 FM 3-21.8 1-29 Chapter 1 RECEIVE THE MISSION 1-146. Leaders receive their missions in several ways—ideally through a series of warning orders (WARNOs), operation orders (OPORD)s, and briefings from their leader/commander. However, the tempo of operations often precludes this ideal sequence, particularly at the lower levels. This means that leaders may often receive only a WARNO or a fragmentary order (FRAGO), but the process is the same. 1-147. After receiving an order, leaders are normally required to give a confirmation briefing to their higher commander. This is done to clarify their understanding of the commander’s mission, intent, and concept of the operation, as well as their role within the operation. The leader obtains clarification on any portions of the higher headquarters’ plan as required. 1-148. Upon receiving the mission, leaders perform an...
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...Q.6) Highlight various approached of policy evaluation. Summative and formative evaluation Two types of evaluation that are commonly used in government are summative and formative evaluation. Summative evaluation, which is sometimes referred to as impact evaluation, asks questions such as: What impact, if any, does a policy, programme or some other type of government intervention have in terms of specific outcomes for different groups of people? It seeks to provide estimates of the effects of a policy either in terms of what was expected of it at the outset, or compared with some other intervention, or with doing nothing at all (i.e. the counterfactual). Formative evaluation, which is sometimes referred to as process evaluation, asks how, why, and under what conditions does a policy intervention (or a programme, or a project) work, or fail to work? These questions are important in determining the effective development (i.e. formation), implementation and delivery of policies, programmes or projects. Formative evaluation typically seeks information on the contextual factors, mechanisms and processes underlying a policy’s success or failure. This often involves addressing questions such as for whom a policy has worked (or not worked), and why. Q.7) ‘Policy proposals are identified through different techniques’. Discuss. Policy proposals are identified by many techniques and it depends on the views, issues regarding the policy to be made and implemented. Huge use of quantitative...
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...expanding to support economic growth, meet projected global intermodal freight demands, and promote expansion into underdeveloped regions of the country. Given the current understanding of intermodal freight movement that was not available when the United States developed its port capacity, the purpose of this scan was to identify how China provides intermodal access to its new, greenfield maritime ports and the possible application of those methods in the United States. The scan also looked at the investment strategies adopted by Chinese officials to foster freight mobility and intermodal connectivity in support of their global competitiveness. The scan team represented a diverse set of interests and concerns for national and State decisionmaking. In addition to Federal Highway Administration (FHWA) officials at the national and division levels, the team included representatives from the departments of transportation for California, Maine, and Pennsylvania; a representative of the I-95 Corridor Coalition; a representative of the American Association of State Highway and Transportation Officials (AASHTO); a representative of the American Trucking Associations; and a university professor who also acted as the report writer. These scan members reflected different modal interests and expertise in intermodal freight transportation, trucking, transportation policy and planning, and transportation system operations. The scan team met with government officials at the national, provincial...
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...APJEM Arth Prabhand: A Journal of Economics and Management Vol. 3 Issue 1 January 2014, ISSN 2278-0629 EXAMINING THE RELATION OF PERSONALITY FACTORS AND DECISION-MAKING STYLES OF HAKIM SABZEVARI UNIVERSITY MANAGERS FATEMEH BAHRAMI*, MOHAMMAD AMIRI*, ESLAM PARANDVAR* *Hakim Sabzevari University, Assistant Professor at Department of Educational Psychology, Sabzevar, Iran. **Hakim Sabzevari University, Department of Educational Psychology, Sabzevar, Iran. ***Hakim Sabzevari University, Department of Educational Psychology, Sabzevar, Iran. Pinnacle Research Journals http://www.prj.co.in 46 ABSTRACT The present study was conducted in order to examine the relationship between the personality traits and the decision making styles of the managers of Hakim Sabzevari University. The statistical population includes all the managers of Hakim Sabzevari University who are in-charge of different positions. The number of managers is seventy people, 60 subjects based on Morgan Table were selected using simple random sampling method. The instruments used in the present study are Scott and Bruce General Decision Making Styles Questionnaire (1995) and NEO personality traits questionnaire. In order to analyze the data, description and inferential statistics including Pearson, step by step regression, t test, unidirectional ANOVA and Tokay follow-up test were used. The results indicated that: the marital and single status did not affect the decision making styles of...
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...IMPORTANCE AND CURRENT ISSUES OF DECISION SUPPORT SYSTEM Cynthia P. C. Lee Abstract This paper emphasized on the Decision Support System (DSS) defined in various ways depending upon the author’s point of view by Turban (1995), Little (1970), Moore and Chang (1980), Keen (1980), and Power (1997); history of DSS during late 1950s and early 1960s until millennium approached of Web-based analytical applications; the Decision support system (DSS) has been used in many different ways (Alter 1980, Power, 2002). Turban (1995) defines it as "an interactive, flexible, and adaptable computerbased information system, especially developed for supporting the solution of a nonstructured management problem for improved decision making. It utilizes data, provides an easy-to-use interface, and allows for the decision maker's own insights." For Little (1970), a DSS is a "model-based set of procedures for processing data and judgments to assist a manager in his decision-making." Moore and Chang (1980) define DSS as extendible systems capable of supporting ad hoc data analysis and decision modeling, oriented toward future planning, and used at irregular, unplanned intervals. importance of DSS to assist in high-level decision-making, assist academic advising staff, improve the quality and timeliness of marketing decisions, and medical diagnosis process; and current issues of DSS where decision-making as the most important activities for human beings, Clinical Decision Support Systems...
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...The Phoenix Health Organization A Business Proposal on the Importance of Teams Prepared for Jeffery Dodd Senior Vice President, Research and Development The Phoenix Health Organization Prepared by Nadia Williams Vice President, Marketing Lake Financial October 1, 2012 Proposal Number: LF10-01 Phoenix Health Organization A Business Proposal on the Importance of Teams Executive Summary Background The Phoenix Health Organization, is organization that cares and enhances patient care along with an excellence in teamwork. With having such we have expanded into new heights of health care.We have recently over the past couple of years added a call center, business park, and adult day center which has set business to multiply ensuring all ends are criteria is met within the organization. We are now up to expand our business even more and maybe hire addtional staff if the budget allows using the 5- step planning process to careful choose the candidates and make a decision. Objective/Goals The general manager of the call center in a health care organization will have additional department efficiencies and customer service satisfaction improvements. Because of high volume of calls that has doubled over the past year and not acquiring the budget to hire additional excess staff the extra $20,000 will assist in providing improvements to the efficiencies and customer satisfactory training. This is a proposal stating a 5-step planning process...
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...beliefs of any public, private or governmental organization. ABSTRACT Over the past 8 years, the authors have been developing a training-oriented paradigm for operational decision-making in the cockpit. While our emphasis has been on the civil aviation side, both the paradigm, and any training developed from it, can be easily adapted for the business or general aviation venues. The paradigm began to form during an aeronautical decision-making workshop in 1992 (Lofaro, Adams and Adams; 1992) and, has been developed around an expanding set of interrelated concepts. The set expansion resulted from the authors continuing to wrestle with what were the processes and the critical components for real-time operational decisionmaking, as well as the relationships among decisionmaking, CRM and SA. The first component was the "rising risk continuum" (Lofaro and Smith, 1993), as embedded in event sets for LOFT. Later, the concepts/components of "critical mission impact areas" and the "critical mission factors" (Lofaro and Smith, 1998) that composed these areas were added. In the paradigm, the "pilot as risk manager" (Smith and Hastie, 1992; Lofaro and Smith, 1998; 1999) was the both the overlay and glue for the components. Here, we will present what we consider the final components for a complete paradigm: The operational envelope, risk location and situation knowledge. This paper will endeavor to present these components as parts of the process in which rising risk, the critical mission impact...
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...Disciplined initiative fosters agile and adaptive forces. Throughout operations, unexpected opportunities and threats rapidly present themselves. The nature of military operations requires responsibility and decisionmaking at the point of action. Leaders and subordinates who exercise initiative, within the commander’s intent, create opportunity by taking action to develop the situation. Agile leaders are comfortable with uncertainty and understand that disciplined initiative is an important part of being adaptive. Successful Army leaders adapt their thinking, their formations, and their employment techniques to the specific situation they face. Adaptive leaders realize that concrete answers or perfect solutions to operational problems are rarely...
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...Proceedings of the 44th Hawaii International Conference on System Sciences - 2011 Online Health Social Networks and Patient Health Decision Behavior: A Research Agenda Cory Allen Heidelberger Dakota State University caheidelberger@pluto.dsu.edu Omar El-Gayar Dakota State University Omar.El-Gayar@dsu.edu Abstract Patients and health care practitioners alike are using the Internet and specifically online health social networks to gain access to knowledge and social support that they could not obtain as quickly or efficiently from their traditional face-to-face social networks. Given concerns about the quality of information available on the Internet and the differences between social interaction online and offline, it is important to determine whether this new phenomenon influences health decision behavior. We propose a framework for investigating the influence online health social networks may have on the health decisions that patients and their physicians make. We also propose a number of research questions that flow from this framework. 1. Background Online social networks have quickly become an important part of many Internet users’ lives. The phenomenon is sufficiently new that research remains to be done on how this form of interaction may affect individuals’ social relationships and behavior. Among questions worth exploring is the potential influence of online social networks dedicated to health issues on the health decision behavior...
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