Choosing the Lesser Evil: Understanding Decision Making in by Liesbet Heyse PDF

By Liesbet Heyse

ISBN-10: 0754646122

ISBN-13: 9780754646129

ISBN-10: 0754683869

ISBN-13: 9780754683865

The relevant query during this e-book is how non-governmental humanitarian reduction organisations begin, terminate and expand their venture actions. Humanitarian reduction corporations usually face tricky judgements approximately existence and loss of life in a context of significant time constraints which strength them to day-by-day choose whom to aid and whom to not aid. Heyse specializes in how humanitarian reduction firms make some of these judgements and offers an inside of view of the decision-making techniques. NGO case stories are used as representation: Medecins sans Frontieres (MSF) and appearing with church buildings jointly (ACT) either one of which function in a global community and signify particular kinds of NGOs usually present in the group. This e-book is considered one of few that opens up the black field of NGO operations, offers an empirical account of organizational determination making and combines insights of organizational decision-making conception and association conception.

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Extra resources for Choosing the Lesser Evil: Understanding Decision Making in Humanitarian Aid Ngos

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Specialization is a means to optimally use specialized skills in the organization. The work of the organization is subdivided in such a manner that processes requiring a specific skill are handled by the person most specialized in that skill (Simon 1945/1997: 189). The function of the individual is specified in terms of the scope and nature of his job, and the duties connected to it (Simon 1945/1997:7). Authority is also important to guarantee that the organizational members make the same decisions.

But first we will describe March’s three images of decision-making. Per decision-making mode, we will first describe the process characteristics of each decision-making mode, followed by a description of the organizational setting of the decision-making mode. The logic of consequence The idea of the ‘logic of consequence’ became widespread after James March introduced this notion in the 1980s. The concept is closely related to ideas on instrumental rationality in decision-making (White in Schreurs 2000:163).

An administrative organization has a consequential logic of decision-making, in which one choice is made from among many alternatives (Simon 1945/1997:72,77). The focus of the higher-level administrators in the organization is therefore to make sure that its members choose the desired alternatives. The organizational structure of the administrative organization is designed in such a way that the organizational members will act rationally, efficiently, and goaloriented. Such a structure requires a clear statement of the organizational goals as well as specialization of its operations.

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Choosing the Lesser Evil: Understanding Decision Making in Humanitarian Aid Ngos by Liesbet Heyse

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