Page 131 - DEDU503_EDUCATIONAL_MANAGEMENT_ENGLISH

Unit 10: Implementing and Decision Making: Process and Means

6. The outcomes expected from various alternatives, and Notes
7. The final choice of the alternative.

Decision making is a human process involving to a great extent the application of
intellectual abilities.

10.3 Meaning of Decision-making

All educational managers are required to take decision in many situations. Inplementing Decisions-
making is the most critical aspect of educational administration. Sometimes, the way a decision is
taken may have far-reaching consequences. In the context of organizational functioning
administration and decision-making are, largely inseparable. Implementing Decision-making is
considered to be the “heart of the administration”. It is the process through which administrators
work to accomplish their tasks. In other words, it means making a choice of one form among two or
more alternatives to achieve an objective. The power of an executive in the organization is defined
in terms of the decisions that he is allowed to make. In others words, it means that power of an
administrator in any educational or of the formal organization is also seen by Griffiths to be determined
by the decision making prevailing in the organization. For example, if decisions are made on
decentralized basis, the formal organization that emerges will be “flat.” It has also been observed by
Griffiths that informal organizations, many a time, alter the decision-making process of the formal
organization.

10.4 Types of Decisions

Depending upon the focus or concern of the decision they have been classified as (a) institutional
decisions, (b) strategy decisions, (c) administrators’ behaviour decisions.
(1) Institutional Decisions : These are mostly decisions related to scheduling or policy-making
concerning programmes and activities and curricula. They include allocation decisions,
expenditures decisions, planing decisions, facilities decisions, and so on. They are, in fact, what
educational administration is all about. Quality of the institution depends largely upon these
decisions.
(2) Strategy-Decisions : Once an institutional decision has been take, it remains to see how it
should be implemented. This calls for identifying appropriate strategies or tactics to move the
institution form one existing to another expected situation. Strategy decisions are decisions
about who should be involved in what, when and how. They require an understanding of
personal abilities and styles of those who are to be involved in the implementation of the
decision. In the same way, priorities and training considerations may also be necessary to be
made.
(3) Administrators’ Behaviours Decisions : No administrator can be have in a random manner.
His own behaviour is important in all situations. Hence, all new administrative situations require
specific, relevant and meaningful behaviours for success. To take decisions about one’s own
response and behaviours administrators should know themselves well and also others. Such
decisions require to think how much communication with a group will be necessary and what
attitudes and tone will be most relevant with various groups. Depending upon what will happen
to the goal or objectives as a consequence of the decision taken, decisions may be classified as
follows : (a) Status quo decisions (b) deferred decisions, (c) new course decisions, (d) response
decisions.

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