K N G

DECIS ION M
v A
 INTRODUCTION
• This chapter presents a brief in introduction of
decision making regarding value-based decision
making, types of Problems and Decisions, stages
in Decision-making, values and culture, values
and administrative dilemma, and best practices in
decision-making.
A. CONCEPTS OF VALUE-BASED
DECISION MAKING
1) What is Agenda (or
Order of Business)?
• Agenda is referring to the
regular program of procedure
of an organization.
A. CONCEPTS OF VALUE-BASED
DECISION MAKING
2) What is Amend?
• Amend is a motion by
addition, deletion, or in
any other way.
A. CONCEPTS OF VALUE-BASED
DECISION MAKING
3) Who is Chair?
• Chair is the Chairman or presiding
officer. "Addressing the Chair" means
speaking to the presiding officer.
Being "Recognized by the Chair"
means being given permission to
speak further.
A. CONCEPTS OF VALUE-BASED
DECISION MAKING
4) What is Commit?
• Commit refer to a committee.
What is Committee of the Whole?
Committee of the whole is the meeting, on a motion duly
made, may "resolve itself into a committee of the whole."
This means that the meeting is officially discontinued while
everyone remains and becomes a member of a large special
committee, which includes everyone present. A special
chairman is appointed to preside over the committee.
A. CONCEPTS OF VALUE-BASED
DECISION MAKING
5) What is Division?
• Division refers to those
entire voting stands in
separate "for" and
"against" groups.
A. CONCEPTS OF VALUE-BASED
DECISION MAKING
6) What is Division of Question?
• Division of question is a separate a motion into
different parts that are considered individually.
A. CONCEPTS OF VALUE-BASED
DECISION MAKING
7) What is Floor?
• Floor is the privilege of speaking before the
assembly.
A. CONCEPTS OF VALUE-BASED
DECISION MAKING
8) What is Indefinite
Postponement?
• Indefinite postponement is the
object is not merely to "postpone"
but in effect to reject the motion.
A. CONCEPTS OF VALUE-BASED
DECISION MAKING
9) What is Informal Consideration?
• Informal consideration is when a member moves for
"informal consideration," and the motion is adopted,
the meeting lays aside formal rules, and allows each
committee member to speak on the subject under.
A. CONCEPTS OF VALUE-BASED
DECISION MAKING
10) What is Motion?
• Motion is a formal proposal
to a meeting that it take
certain action. Statement of
ideas.
A. CONCEPTS OF VALUE-BASED
DECISION MAKING
11) What is Order?
• Order is an expression of the
will of the assembly, in the
form of a command.
A. CONCEPTS OF VALUE-BASED
DECISION MAKING
12) What is Order of the Day?
• Order of the day is a motion to drop the present
discussion, and that the chairman announces the
next matter to be taken up in accordance with the
organization’s customary business routine.
A. CONCEPTS OF VALUE-BASED
DECISION MAKING
13) What is Parliamentary Inquiry?
• Parliamentary injury is an investigation to
determine the proper course of procedure.
A. CONCEPTS OF VALUE-BASED
DECISION MAKING
14) What is Privilege?
• Privilege is the rights of the
meeting in connection with
matters of physical comfort or
ineligibility or misconduct of a
member in the meeting.
A. CONCEPTS OF VALUE-BASED
DECISION MAKING
15) What is Question?
• Question is a proposition or motion that has been
placed before the meeting for action by the
chairman. To "move the question" is to demand that
the chairman take a vote on the current motion.
A. CONCEPTS OF VALUE-BASED
DECISION MAKING
16) What is Resolution?
• Resolution is an act of the assembly that declares
facts, expresses opinion, but does not command.
A. CONCEPTS OF VALUE-BASED
DECISION MAKING
17) What is Suspension of Rules?
• Suspension of rules is to allow something to be done
that would otherwise violate the meeting rules, but
is not in conflict with the constitution or by-laws, or
with the fundamental principles of parliamentary
law.
A. CONCEPTS OF VALUE-BASED
DECISION MAKING
18) What is Table?
• Table is to delay action on a motion.
What Is Value Based Decision Making?

• Value-based decision making is a method for

making critical organizational decisions in an
informed and timely manner. Use this tool to
identify the most critical decisions you face,
determine when to decide, and figure out what
information you need to best make those decisions.
When to Use Value Based Decision Making?
Value-based decision making is appropriate when tackling the
following tasks:
• Determining which products to enhance, maintain at the current status,
or stop supporting,
• Determining which initiatives to start,
• Determining which initiatives to continue,
• Determining which initiatives to stop.
Why Use Value Based Decision Making?
• Without value models, you risk deciding in favor of something
that does not generate business value or deciding against
something that does.Value models provide a clear advantage
over the traditional decision making models. Value models
include a number of factors beyond just cost and benefit and
are based on delivering value to the marketplace, thereby
making the organization better in a meaningful way.
How to Use Value Based
Decision Making?
Follow these steps to implement
value based decision making:
1) Identify the critical decisions facing
your organization that warrant an extra
bit of scrutiny and analysis. Select
decisions where the effects of a
decision outweigh the costs incurred to
reach it using this approach.
2) Determine when these decisions
need to be made. This time frame is
usually based on when options become
no longer available, or when the cost
of a delayed decision outweighs the
value derived from making the
decision.
3) Determine the information
required to make an informed
decision. Define the purpose,
considerations, costs and
benefits.
4) Use the time until the decision
needs to be made to gather the
information identified in step 3.
Organize this information in the form
of a value model so that you are able
to revisit your decision when the
inputs change.
5) When you have gathered all of
the necessary information, or
when the time to decide arrives,
make the decision based on
optimal value delivery to the
marketplace.
6) Implement the decision as
effectively and efficiently as
possible.
7) Repeat the decision-making process
regularly, especially when conditions
change.
 Caveats and Considerations
• Better decisions are a conversation, not a number.
The output of a value model will likely not be a
number or a calculation. Instead, the model results
are a conversation about the various factors that
go into making a better decision.
 Caveats and Considerations
• The value that your decision generates is based partially on
how well you align your decision with the purpose. If you
need to close a gap in one of your mission-critical activities,
your decision should not attempt to create differentiation. If
you need to use an activity to grow market share and gain
new customers, your decision should not be satisfied with
reaching parity.
Why Use Value Based Decision Making?
1) Operational decision – This is concerned with
how, the different functions of the organization,
such as marketing, production, finance, etc. will
contribute to its strategic plan.
Why Use Value Based Decision Making?
2) Strategic decision –
The decision at this level
is likely concerned with
the scope of the
organization’ activities.
Why Use Value Based Decision Making?
3) Routine decision –
This is an ordinary on a
wide range of issues.
The decisions are left
to one person, usually
the leader.
Why Use Value Based Decision Making?
4) Urgent decision – This is a decision
intended for some problems that occur rapidly
and may cause serious consequences if not
dealt with urgency.
Why Use Value Based Decision Making?
5) Problematic decision – This decision must
be taken when a difficulty has emerged and
there is no obvious solution. Experts from
outside the team may be called to give advice.
Why Use Value Based Decision Making?
6) Consultative decision – This s a decision
that involves those who are affected by the
results of the decision. Consulting other
people from outside the organization means
inviting others to serve as consultant.
 B. STAGES IN DECISION-MAKING
1. Needs awareness 5. Evaluation
2. Problem identification 6. Choosing an Alternative
3. Possible and Probable Solution
Causes Identification 7. Implementing a Decision
4. Designing Alternative 8. Analyzing feedback
Solution 9. Making necessary adjustment
C. VALUES AND ADMINISTRATIVE
DILEMMA
What is VALUES?
• The basic and fundamental beliefs that guide or motivate
attitudes or actions. They help us determine what is important
to us. It describes the personal qualities we choose to embody
to guide our actions; the sort of person we want to be; the
manner in which we treat ourselves and others, and our
interaction with world around us. It is our guiding principles
of our life. Our values serve us markers to tell if life is heading
in the right direction.
Why do we need values?
• Guide us in the right path. Help us to choose
right work. Bring satisfaction in our work.
Develop character. Sustainable growth,
preserve culture and heritage. Promote peace
and harmony.
What is Administrative Dilemma?
• Implies applying general moral rules to
specific sphere of human relations, that is to
say administrative relations. Ethical themes
are most often discussed within the parts of
administrative law or philosophy of law.
Why do we need Ethics and Values in
Public Administration?
• Ethical concerns and dilemmas in government
and private institution Bureaucrat has
discretionary powers, therefore he must be
provided with guiding principles to prevent abuse
of power. Enable them to become responsive to
people. Help him to take shortcut to arrive at right
decision.
What is Ethical Reasoning ?
• Ethical Reasoning – pertains to right and wrongs of
human conduct. Each person has standards that are
defined by their personal values which come into play
when the person faces certain dilemmas of decisions.
Commonly, ethical differences occur as a result of
individual interpretation of a subject or event, or may
be political or religious in nature.
What is Moral Dilemmas?
• Ethical Dilemmas – A complex situation that
often involved an apparent mental conflict
between moral imperatives, in which to obey one
would result in transgressing another.
Some Reasons for Ethical Dilemmas:
• Personal cost
• Professional vs. Personal stand
• Right vs. Right
How to Resolve Ethical Dilemmas?
• Can be resolve by altering and reformulating
all the options available in a systematic and
coherent manner. It is advisable to make
lexical order or sequence of logical reasoning
sets to deal with dilemmas. Example: Rule of
Law
What is Conscience and how it acts as Source
of Ethical Guidance
• Conscience – an aptitude, intuition or judgement that assists in
distinguishing right from wrong.
• In psychological terms, it often described as leading to
feelings of remorse when a human commit actions that go
against his moral values and feelings of pleasure and well-
being when our actions, thoughts and words are in conformity
to our value systems.
Examples Of Conscience:
1) Political Level – Conscience can help in reducing
corruption, nepotism and profit seeking behavior. Thus
protect them to act benevolence of society at large and
uphold the constitution principles. At every decision they
should keep in mind that they were elected to serve the
citizens and not to serve their own needs and greed’s.
Examples Of Conscience:
2) Bureaucrat Level – the crisis of conscience is
important whether to just mere follow the orders from
superior are v/s to follow the right path of judgment.
They inherent voice of serving the nation maintaining the
highest standards of integrity and probity is important as
they are link between citizens and politicians.
Examples Of Conscience:
3) Citizen Level – Collective and individual conscience
of citizens is very important because it defines the
existing society conditions. (e.g. keeping surrounding
clean, actively participating in elections, dissent to
undemocratic principles). Thus adhering to it will also
curb mob injustice such as riots and lunching of
criminals.
 Values and
Governance
Good Governance is characterized
by 8 major values:
1.Rule of Law – good
governance fair legal
frameworks that are
enforced by impartial
regulatory body, for
the full protection of
stakeholders.
2) Transparency – means that information should be
provided in easily understandable forms and media that it
should be freely available directly accessible to those who
affected by governance policies and practices, as well as
the outcomes resulting therefrom and that any decisions
taken and their enforcement are in compliance with
established rules and regulations.
3) Responsiveness – good governance
requires that organizations and their
processes are designed to serve the best
interests of stakeholders within a
reasonable timeframe.
4) Consensus Oriented – good governance
requires consultation to understand the
different interests of stakeholders in order to
reach a broad consensus of what is the best
interest of the entire stakeholder and hoe it can
be achieved in a sustainable and prudent
manner.
5) Equity and Inclusiveness – the organization
that provides the opportunity for its
stakeholders to maintain, enhance, or generally
improve their well-being provides the most
compelling message regarding its reason for
existence and value to society.
6) Effectiveness and Efficiency – Good
governance means the process implemented by
the organization to produce favorable results
meet the needs of its stakeholders, while
making the best use of resources (human,
technological, financial, natural and
environmental) at it is disposal.
7) Accountability – is a key tenet of good
governance that is accountable for what should
be documented in policy statements. In
general, an organization is accountable to those
who will be affected by its decision or actions
as well as the applicable rules of law.
Values that Characterized Good Governance

1) Encouraging participation, listening to

others and consensus oriented
2) Abiding by law
3) Accountability
4) Equity and inclusiveness
5) Responsive to people
D. Best Practices in
Decision-making
The Nature of Decision Making

 Making effective decision, as well as recognizing when a

bad decision has been made and quickly responding to
mistakes, is a key ingredient in organizational effectiveness.
 Some, expert believe that decision making is the most basic
and fundamental of all managerial activities.
 Decision making is most closely linked with the planning
function.
 However, it is also part of organizing, leading, and
controlling.
Process of Decision Making
Sometimes effective decision must be made to;
 OPTIMIZE – some set of factors such as profits, sales,
employee welfare and market share or
 MINIMIZE – loss, expenses or employee turnover or Select
best method for going out of business, or terminating a
strategic allegiance.
 Managers make decisions about both problems (undesirable
situation) and opportunities (desirable situation)
 It may take a long time before a manager can know for sure if
the right decision was made.
Types of decision making:

Collect
Democratic
Autocratic
Consensus
Steps of decision making:
 Prioritize which decisions to focus on.
 Collect available facts/information.
 Use good process and frameworks/tools.
 Proactively avoid bad decision
 Consider the effect of misaligned incentives that may
have an effect.
 Apply ’second-order thinking (ask’ and then what?
And consider what and who this decision will affect
and then how)
Importance of Decision
 Better utilization of resources
 Business growth
 Achieving objectives
 Facilities innovation
 Motivates employees
 Solving problems in management
 Teamwork
E. PARLIAMENTARY PROCEDURE
E. PARLIAMENTARY PROCEDURE

• The 11th edition of Robert’s Rules of Order, Newly

Revised, is the eleventh edition of the manual that
the people of this country have looked to for 135
years as the authoritative statement of
parliamentary law and the basic guide to fair
and orderly procedure in meetings.
MEMBERSHIP – PRIVILEGES AND
RESPONSIBILITIES
A. Privileges
1. To attend meetings.
MEMBERSHIP – PRIVILEGES AND
RESPONSIBILITIES
A. Privileges
2. To make motions
and enter into debate.
MEMBERSHIP – PRIVILEGES AND
RESPONSIBILITIES
A. Privileges
3. To vote.
 4. To nominate when appropriate.

MEMBERSHIP – PRIVILEGES AND

RESPONSIBILITIES
A. Privileges
4. To nominate when
appropriate.
 4. To nominate when appropriate.

MEMBERSHIP – PRIVILEGES AND

RESPONSIBILITIES
A. Privileges
5. To be a candidate for
office when requested.
 4. To nominate when appropriate.

MEMBERSHIP – PRIVILEGES AND

RESPONSIBILITIES
A. Privileges
6. To insist on the enforcement
of the rules of the organization
and of parliamentary law based
on Robert’s Rules of Order,
Newly Revised, or
other adopted authority.
 4. To nominate when appropriate.

MEMBERSHIP – PRIVILEGES AND

RESPONSIBILITIES
A. Privileges
7. To review official records
of the organization,
including the most recent
governing document and the
minutes of previous meetings.
 4. To nominate when appropriate.

MEMBERSHIP – PRIVILEGES AND

RESPONSIBILITIES
B. Responsibilities
1. To promote the object
and purposes of
the organization.
 4. To nominate when appropriate.

MEMBERSHIP – PRIVILEGES AND

RESPONSIBILITIES
B. Responsibilities
2. To comply with and uphold
the organization’s governing
rules.
 4. To nominate when appropriate.

MEMBERSHIP – PRIVILEGES AND

RESPONSIBILITIES
B. Responsibilities
3. To attend meetings
regularly and punctually.
 4. To nominate when appropriate.

MEMBERSHIP – PRIVILEGES AND

RESPONSIBILITIES
B. Responsibilities
4. To give one’s undivided
attention to the business
as well as the program of
the meeting.
 4. To nominate when appropriate.

MEMBERSHIP – PRIVILEGES AND

RESPONSIBILITIES
B. Responsibilities
6. To hold office when requested.
 4. To nominate when appropriate.

MEMBERSHIP – PRIVILEGES AND

RESPONSIBILITIES
B. Responsibilities
7. To perform conscientiously
any duty assigned and
Accepted in the organization.
 4. To nominate when appropriate.

Keys to Being a Good Member

Attends meetings regularly and arrives on time.

• Speaks up during the meeting, bringing out
important points and contributing from one’s own
experiences.
 4. To nominate when appropriate.

Keys to Being a Good Member

• Learns to be brief, because brevity wins the

goodwill of other members. Refrains from being
technical or more strict than is absolutely
necessary for the good of the meeting.
 4. To nominate when appropriate.

Keys to Being a Good Member

• Participates with good humor; brightens up

the meeting and makes way for differing
viewpoints.
 4. To nominate when appropriate.

Keys to Being a Good Member

• Faces opposition without taking offense or

feeling there was personal criticism where none
was intended.
• Serves willingly to the best of one’s ability,
thus gaining experience with each added duty.
 4. To nominate when appropriate.

Keys to Being a Good Member

• Confines oneself to the question before the

assembly and avoids personalities.
• Practices correct parliamentary procedure.
TYPES OF MEETINGS
 4. To nominate when appropriate.

1. Regular Meetings

– Meetings for which the time and place are usually

prescribed in the bylaws or standing rules.
 4. To nominate when appropriate.

2. Special Meetings

– Meetings called for transaction of a special

item of business. Procedure usually defined in
bylaws.
 4. To nominate when appropriate.

3. Annual Meetings

– Meetings scheduled for hearing reports,

election of officers, amending rules and such
other business as may need to come for
information of members at the close of the
organization year.
 4. To nominate when appropriate.

Procedure for Small Boards

• Members may raise hand instead of rising to obtain the floor.
• Can be seated while making motions or speaking.
• Motions do not need to be seconded.
• There is no limit to the number of times a member can speak to a
debatable Question.
• Motions are still in order to close or limit debate, including limiting times
one can speak on a motion.
 4. To nominate when appropriate.

Procedure for Small Boards

• Appeals are debatable under the regular rules. – Can speak only once in
debate. – Chair may speak twice in debate.
• Informal discussion of a subject is permitted while no motion is pending. A
vote can be taken without a motion, if everyone is perfectly clear.
• Unless there is unanimous consent, all actions must be approved by vote.
• Chair must restate motion before voting.
 4. To nominate when appropriate.

Procedure for Small Boards

• Best to take vote by show of hands.
• Chair does not need to rise while putting the question (calling for the vote).
• Chair can speak in informal discussion and in debate.
• Chair can vote on all questions
• Footnote to actual rules (not in actual text of rules) – Informal discussion can be
initiated by chair. – Chair can submit proposals. – Chair can make a motion.
(RONR, p. 487-488)
 Order of Business:

1. Call to order. 2. Reading and

approval of the
minutes.
 Order of Business:

3. Reports of 4. Reports of Special

Committees (committees
officers, boards, appointed to exist until they
standing have completed a specified
task or been discharged).
committees.
 Order of Business:

5. Special Orders 6. Unfinished Business

(never referred to as
matters which
“old” business), which
demand special deals with matters
priority). previously introduced
but not completed.
 Order of Business:

7. New Business (to

bring a new matter
before the organization
for discussion). Order of
Business and Agenda 7)
 4. To nominate when appropriate.

Agenda:
• A schedule of the order of business, noting details. These details indicate
items of business, reports, programs, appointments, resolutions and such
other specific features as the presiding officer may need to ensure an
orderly and courteous transition from item to item in the conduct of
business. Careful preparation of an agenda requires familiarity with the
rules of the organization, both local and parent, parliamentary practice,
minutes of the previous meeting, a calendar of events and commitments,
records of adopted policy, the roster of members and names of officers and
chairmen.
Procedure for Order
of Business
1. Call to Order Presiding officer raps the
gavel once and announces, “The meeting
will come to order.”
2. Opening Ceremonies (optional)
3. Roll Call (usually only necessary to
establish a quorum and is optional)
4. Reading and Approval of the Minutes Chair:
“The Secretary will read the minutes”; following
the reading, the Chair will ask, “Are there any
corrections to the minutes?” (Additions and
omissions are corrections, therefore not used in this
question.) If there are none, the Chair says, “The
minutes stand approved as read.” If there are
corrections, they are usually made by general
consent and the Chair says, “The minutes stand
approved as corrected.”
5. Reports of Officers, Boards and Committees
Chair: “The Treasurer will now report.” Following
the report, the Chair will ask, “Are there any
questions on the Treasurer ’s Report?” If there are
no questions, the Chair says, “The report will be
filed for audit.” (A Treasurer ’s Report is never
adopted.) Officers who have reports will be called
on in proper order. The presiding officer should
know in advance who is prepared to report.
6. The Board or Executive Committee may
be empowered to transact business. The
action taken is read by the Secretary for
information as a Report of the Board. If the
Report carries a recommendation, action
may be taken at the time of the Report or
under New Business.
7. Standing Committees are usually called
upon in the order in which they are listed. The
Chair should know in advance who is prepared
to report. If the Report is for information only,
no action is taken; if the report brings a
recommendation, action may be taken at this
time or under New Business. Action on the
report is moved by the reporting member.
8. Special Committees are usually called
on in the order in which they were
appointed. If the Report is given for
information, no action is taken; if the
Report brings a recommendation, the
reporting member may bring the
recommendation for action at this point or
under New Business.
9. Unfinished Business is business
postponed or referred by motion or
left unfinished from the previous
meeting as recorded in the minutes
(not referred to as “old business”).
10. New Business may be introduced
by the Chair or by any member. The
Chair will ask, “Is there any new
business?” at which time there is an
opportunity to bring new items of
business by motion or resolution.
11. Program (If there is a planned
program, the schedule should be
optional.)
12. Announcements
13. Adjournment – The Chair asks, “Is there
any further business to come before the
assembly?” If the Chair hears none, the Chair
may declare the meeting adjourned; however, a
motion may be made to adjourn the meeting,
requiring a second to the motion and a majority
vote. The meeting is not adjourned until the
Chair declares it adjourned.
13. Adjournment – The Chair asks, “Is there
any further business to come before the
assembly?” If the Chair hears none, the Chair
may declare the meeting adjourned; however, a
motion may be made to adjourn the meeting,
requiring a second to the motion and a majority
vote. The meeting is not adjourned until the
Chair declares it adjourned.
 4. To nominate when appropriate.

MOTIONS

• A motion is a proposal to bring a subject to a

group for its consideration and action. Motions are
not all the same. They fall within certain classes,
and some take priority over others. The following
explains these classes of motions.
 4. To nominate when appropriate.

Classes of Motions
1) Main Motions
2) 2. Subsidiary Motions
3) 3. Privileged Motions
4) 4. Incidental Motions
5) 5. Motions That Bring a Question Again Before the Assembly
 4. To nominate when appropriate.

Making a Motion

• 1. Member rises and addresses the Chair. “Mr. /Madam President or Chairperson.”
• 2. Chair recognizes the member.
• 3. Member: “I move that __________ (states motion).”
• 4. Second to motion (not necessary to stand). “I second the motion.” If the motion
comes as a recommendation from two or more members, the motion does not need a
second.
• 5. Chair states motion: “It has been moved by (name) and seconded that
 4. To nominate when appropriate.

Making a Motion

• 6. Discussion: If the motion is debatable, every member has the right to debate; the Chair
refrains from debate while presiding. The Chair carefully determines the order in which
members are recognized to speak, giving first opportunity to the pro poser of the motion.
Care should be given to assure that discussion is related to the question.
• 7. The Chair says, “If there is no further discussion, the motion is __________ (restate
motion).”
• 8. Vote: The Chair says, “All those in favor of __________ (the motion stated) say ‘aye.’
Those opposed say ‘no.’”
• 9. Result of the vote is stated by the Chair. “The motion is carried” or “the motion is lost.”
 4. To nominate when appropriate.

Amending a Motion
• To amend a motion is to alter or modify the
wording of a motion that has already been
made.
 4. To nominate when appropriate.

1. Methods of Amending
a. Insert
b. Add (at the end)
c. Strike out
d. Strike out and insert (words only)
e. Substitute (a paragraph) An amendment must be germane to
the main motion; it must relate to the same subject matter.
 4. To nominate when appropriate.

2. Types of Amendments
a. Primary – an amendment that applies directly to the main
motion.
b. Secondary – an amendment that applies directly to the
primary amendment only. No amendment beyond the above is in
order, and only one of each may be made at one time. It is
possible to have a motion, an amendment to the motion and an
amendment to the amendment before the assembly at one time.
 4. To nominate when appropriate.

3. Voting on Amendments

a. Discussion and vote on secondary amendment.

b. Discussion and vote on primary amendment as
amended (if amendment carried).
c. Discussion and vote on main motion as amended (if
amendments carried).
 4. To nominate when appropriate.

Most Used Motions

• Main Motion – a motion to bring a matter before

the assembly for discussion and action.
 4. To nominate when appropriate.

Amendments
•primary and secondary amendments
are to modify or change a motion.
 4. To nominate when appropriate.

Postpone Indefinitely
• to reject a motion or question pending
without taking a direct vote. The effect is
to “kill” the main motion.
 4. To nominate when appropriate.

Refer to a Committee
• to delay action; to give more time for
consideration or study of the matter.
 4. To nominate when appropriate.

Postpone to a Definite Time

• to delay action on a proposed question to a
specified time.
 4. To nominate when appropriate.

Limit or Extend Debate

• to limit by decreasing the allotted time or to
extend by increasing the allotted time.
 4. To nominate when appropriate.

Call for the Previous Question

• a motion to determine whether the assembly
will cut off debate and vote at once on the
pending question (requires two-thirds vote).
 4. To nominate when appropriate.

Lay on the Table

• a motion which enables the assembly to put
aside a pending question temporarily; can be
brought back by a motion to take from the
table (not intended as a killing motion).
 4. To nominate when appropriate.

Call for Orders of the Day

• a request that the prescribed rules of order
be followed.
 4. To nominate when appropriate.

Questions of Privilege
(Personal and General)
• a motion requesting special privilege for an
individual or the assembly.
 4. To nominate when appropriate.

Recess
•to dissolve an assembly
temporarily.
 4. To nominate when appropriate.

Adjourn
•to close a meeting officially.
Fix
 4. To nominate when appropriate.

Time and Place to Which to Adjourn

• to provide for another meeting (called
“adjourned meeting”) to continue business
that was not completed in present session.
 4. To nominate when appropriate.

Point of Order
• to request enforcement of the rules of
order.
 4. To nominate when appropriate.

Appeal From the Decision of the Chair

• to question a decision of the Chair; an
effort to reverse the decision of the Chair
on a point of order.
 4. To nominate when appropriate.

Objection to Consideration
• to suppress and prevent discussion of an
undesirable or sensitive question (must be
raised before debate begins).
 4. To nominate when appropriate.

Withdraw
• to remove a matter for consideration
without a vote upon it. (May be made by
the mover or by permission of assembly.)
 4. To nominate when appropriate.

Take From the Table

•to take up a matter which has been
laid on the table.
 4. To nominate when appropriate.

Reconsider
• to consider or bring back a matter previously
voted. Motion to reconsider must be made by
voter on prevailing side and must be made on
the same day or in the same session.
 4. To nominate when appropriate.

Rescind
• to repeal or annul action previously taken.
Requires majority vote with previous
notice, two-thirds without notice.
 4. To nominate when appropriate.

Ratify
•to make legal action taken in an
emergency.
OFFICERS
THE PRESIDENT
THE VICE-PRESIDENT
THE SECRETARY
THE TREASURER
THE PARLIAMENTARIAN
 The term PRESIDENT or CHAIRPERSON is a title given to
the presiding officer unless a special title is chosen by the
organization.
 The officers in line to serve in the absence of the PRESIDENT
are VICE PRESIDENTS or VICE CHAIRPERSONS. The
SECRETARY is the recording officer and fills other
secretarial duties if there is no CORRESPONDING
SECRETARY. The TREASURER is the custodian of the
funds. There may be additional officers specified in the
bylaws, such as Director, Librarian, Historian and Chaplain,
with assigned special duties.
 The PARLIAMENTARIAN is a consultant to the
PRESIDENT or other members of the
organization and should be appointed by the
PRESIDENT.
 4. To nominate when appropriate.

NOMINATIONS AND ELECTIONS

Nominations
• A nomination is the presentation of the name of a person to the
assembly as a nominee for an office to be filled.
Elections
• Being nominated to office does not within itself put a person in office.
Nominees must be elected. To be elected to office involves member
voting.
 4. To nominate when appropriate.

THE END OF PRESENTATION!

THANK YOU FOR LISTENING.