Political and economic institutions are typically governed by committees that face the challenge to reconcile the preferences of their members. How should decision rules be designed to generate fair and sustainable agreements, for example if committee members represent groups of different sizes? This book uses game-theoretic concepts and models to address the issue of political decision-making processes. In addition to providing a survey on basic game-theoretic tools in the analysis of political decisions, the author looks at specific issues such as two-tiered voting systems or the influence of lobbyists on legislative committees, and shows how the models can be applied to real-world contexts such as the EU decision-making institutions.

An examination of how the policy preferences of individual members of the Federal Open Market Committee are translated into monetary policy decisions. In many countries, monetary policy decisions are made by committees. In the United States, these decisions are made by the Federal Reserve's Federal Open Market Committee (FOMC), which consists of the seven members of the Board of Governors and the presidents of the twelve district banks. This book examines the process by which the preferences of the FOMC's individual members are translated into collective policy choices. This focus on the aggregation of individual preferences into group decisions is unique and provides an important perspective on the evolution of monetary policy choices. To study decision making by the FOMC, the authors have used both formal voting records and detailed transcripts and summaries of deliberations contained in the committee's Memoranda of Discussion and FOMC Transcripts. The latter sources have been used to construct data sets describing individual committee members' policy preferences for the 1970-1978 and 1987-1996 periods when the FOMC was chaired by Arthur Burns and Alan Greenspan, respectively. These data are used to estimate monetary policy reaction functions for individual Committee members and to explore the role of majoritarian pressures, pressures for consensus, and the power of the chairman in collective decision making. The rich anecdotal evidence found in the Memoranda of Discussion and FOMC Transcripts inspires the narrative approach taken in two chapters, on the influence of political pressure on FOMC deliberations and on the relevance of the time inconsistency problem for the rise of inflation in the 1970s.

The Council of Ministers is one of the most powerful institutions of the European Union (EU) and plays a major role in the European policy-making process. Drawing on formal theory and combining quantitative and qualitative methods in an innovative fashion, this book provides novel insights into the role of national bureaucrats in legislative decision-making of the Council of the EU. The book examines and describes the Council of Ministers' committee system and its internal decision-making process. Relying on a wide quantitative dataset as well as six detailed case studies in the policy areas of Agriculture, Environment, and Taxation, it provides a comprehensive and systematic assessment of the extent to which national bureaucrats act as law-makers in the Council. It also examines the degree to which theories on collective decision-making, delegation, and international socialization can account for variation in the involvement of bureaucrats. Investigating how often and why national officials in working parties and committees, rather than ministers, make legislative decisions in the EU, this book addresses the implications of bureaucratic influence for the democratic legitimacy of Council decision-making. The author finds that ministers play a generally more important role in legislative decision-making than often assumed, alleviating, to some extent, concerns about the democratic legitimacy of Council decisions. Bureaucrats as Law-Makers will be of interest to students, scholars and practitioners in the field of European Union politics and policy-making, legislative decision-making, intergovernmental negotiations and international socialization.

The only current authorized edition of the classic work on parliamentary procedure--now in a new updated edition Robert's Rules of Order is the recognized guide to smooth, orderly, and fairly conducted meetings. This 12th edition is the only current manual to have been maintained and updated since 1876 under the continuing program established by General Henry M. Robert himself. As indispensable now as the original edition was more than a century ago, Robert's Rules of Order Newly Revised is the acknowledged "gold standard" for meeting rules. New and enhanced features of this edition include: Section-based paragraph numbering to facilitate cross-references and e-book compatibility Expanded appendix of charts, tables, and lists Helpful summary explanations about postponing a motion, reconsidering a vote, making and enforcing points of order and appeals, and newly expanded procedures for filling blanks New provisions regarding debate on nominations, reopening nominations, and completing an election after its scheduled time Dozens more clarifications, additions, and refinements to improve the presentation of existing rules, incorporate new interpretations, and address common inquiries Coinciding with publication of the 12th edition, the authors of this manual have once again published an updated (3rd) edition of Robert's Rules of Order Newly Revised In Brief, a simple and concise introductory guide cross-referenced to it.

Nonprofit leadership is messy Nonprofits leaders are optimistic by nature. They believe with time, energy, smarts, strategy and sheer will, they can change the world. But as staff or board leader, you know nonprofits present unique challenges. Too many cooks, not enough money, an abundance of passion. It’s enough to make you feel overwhelmed and alone. The people you help need you to be successful. But there are so many obstacles: a micromanaging board that doesn’t understand its true role; insufficient fundraising and donors who make unreasonable demands; unclear and inconsistent messaging and marketing; a leader who’s a star in her sector but a difficult boss… And yet, many nonprofits do thrive. Joan Garry’s Guide to Nonprofit Leadership will show you how to do just that. Funny, honest, intensely actionable, and based on her decades of experience, this is the book Joan Garry wishes she had when she led GLAAD out of a financial crisis in 1997. Joan will teach you how to: Build a powerhouse board Create an impressive and sustainable fundraising program Become seen as a ‘workplace of choice’ Be a compelling public face of your nonprofit This book will renew your passion for your mission and organization, and help you make a bigger difference in the world.

Definitive and comprehensive guidance for members of healthcare ethics committees confronted with ethically challenging situations.