Journal of Iranian Public Administration Studies

Journal of Iranian Public Administration Studies

What Threatens the Quality of Governance: Bad Decision, Non-Decision, Delayed Decision-Making

Document Type : Original Article

Author
Professor , Public Administration Department, Faculty of Management and Economics, Tarbiat Modares University, Tehran, Iran
10.22034/jipas.2020.244277.1096
Abstract
The fate of any country is determined in the light of decisions made by the rulers, policy-makers, managers, and experts of the governance and managerial system of that country. The constitution or the basic rules of any country are the infrastructures of that country's national policies, which are based on a variety of strategic and operational decisions. Some of these decisions are raised at governance level, and some carry managerial or operational content. These two important sets of decisions are made by rulers (policy-makers and statesmen) and public servants, respectively. Accordingly, the "quality of governance" and "property and country administration" depends on the quality of these decisions. Meanwhile, national strategic decisions, which are the basis of each and every day of the decisions of the governing and administrative system of each country, are doubly important. Therefore, making "bad strategic decisions", "delaying national strategic decisions", and finally "making strategic decisions with delay" threaten the fate of the present and future of any country. In this study, the above-mentioned issues are examined, its implications for the Iranian state are reviewed, the characteristics of good national decisions will be described, and the future research needed in this field will be discussed.
Keywords

اسمیت، کوین بی، لاریمر، کریستوفر دابلیو (1392). درآمدی بر نظریه خط‌مشی‌گذاری عمومی. ترجمه حسن دانائی‌فرد. تهران: نشر صفار.
Bachrach, P., & Baratz, M. S. (1392). Decisions and nondecisions: An analytical framework. The American Political Science Review, 57(3), 632-642.
Cobb, R. W., & Ross, M. H. (1997). Cultural strategies for agenda denial. Lawrence: University of Kansas Press.
Crew, L. (2014). Why is Britain badly governed: Policy blunders 1980-2010. Political Insight, 5(1), 4-9.
Dahl, R. (1961). Who governs? Democracy and power in an American city. London: Yale University Press.
Hardaker, B., Fleming E., & Lien, G. (2009). How Should government make risky policy decisions? Australian Journal of Public Administration, 68(3), 256-271.
Golman, R., Hagmann, D., & Loewenstein, G. (2017). Information avoidance. Journal of Economic Literature, 55(1), 96–135
Hickson, D. J., Butler, R. J., Cray, D., Mallory, G. R., & Wilson, D. C. (1986). Top decisions: Strategic decision-making in organizations. San Francisco: Jossey-Bass.
Kasdan, D. O. (2018). Toward a theory of behavioral public administration. Internation Review of Administrative Sciences, 2(1), 1–17.
Rose, R., & Davies, P. (1994). Inheritance in public policy: Changing without choice in Britain. London: Yale University Press.
Sweeny, K., Melnyk, D., Miller, W., & Shepperd, J. A. (2010). Information avoidance: Who, what, when, and why. Review of General Psychology, 14(4), 340-353.
Van Harreveld, F., Van Der Pligt, J., & Nordgren, L. (2008). The relativity of bad decisions: Social comparison as a means to alleviate regret. British Journal of Social Psychology, 47(1), 105-117.
Vilarr, R. (2016). Deyad decisions-how long is too long? Journal of Hip Preservation Surgery, 3(3), 169–170.

  • Receive Date 01 February 2020
  • Revise Date 07 March 2020
  • Accept Date 17 March 2020