DECISION MAKING IN

SCHOOLS/ORGANIZATIONS
The task of “deciding” pervades the entire administrative organization. . . .
A general theory of administration must include principles of organization
that will insure correct decision making, just as it must include principles that
will insure effective action.
-HERBERT A. SIMON
ADMINISTRATIVE BEHAVIOR
 Decision Making

is a major responsibility of all

administrators, but until decisions are
converted into action they are only good
intentions.
 Administrative Decision Making

-is a dynamic process that solves some

organizational problems and, in the
process, often creates others.
 Values
-are an integral part of decision making
THE CLASSICAL MODEL: AN OPTIMIZING
STRATEGY

decisions should be completely rational

Classical decision-making model
uses a strategy of optimizing to
maximize the achievement of goals,
but the model is an ideal rather than
an actual description of practice.
Classical Model is an ideal (a
normative model), rather than
a description of how most
decision makers function (a
descriptive model).
CLASSICAL MODEL INCLUDES A SERIES OF SEQUENTIAL STEPS:
1. A problem is identified.
2. Goals and objectives are established.
3. All the possible alternatives are generated.
4. The consequences of each alternative are considered.
5. All the alternatives are evaluated in terms of the goals and objectives.
6. The best alternative is selected—that is, the one that maximizes the
goals and objectives.
7. Finally, the decision is implemented and evaluated.
THE ADMINISTRATIVE MODEL: A SATISFICING STRATEGY

Herbert Simon
(1957) was the first to introduce the administrative
model of decision making to provide a more
accurate description of the way administrators both
do and should make organizational decisions.
The basic approach is satisficing —that is, finding
a satisfactory solution rather than the best one.
Satisficing is a pragmatic decision making
strategy that some administrators use to solve
the problems of practice.
DECISION-MAKING PROCESS: AN ACTION
CYCLE
THE INCREMENTAL MODEL: A STRATEGY
OF SUCCESSIVE LIMITED COMPARISONS

The incremental strategy was first introduces and formalized

by Charles Lindblom (1959, 1965, 1980; Braybrook and Lindblom
1963; and Lindblom and Cohen, 1979)
Decision making occurs when the issues are
complex, uncertain, and riddled with conflict.
-deciding does not require objectives, exhaustive
analysis of alternatives and consequences, or a
prior determination of either optimum or
satisfactory outcomes
-only a small and limited set of alternatives,
similar to the existing situation until decision
makers come to some agreement on a course of
action
Incremental Model also greatly reduces the
number of alternatives.
DISTINCTIVE FEATURES OF INCREMENTAL APPROACH

• Means-end analysis is inappropriate because setting objectives and generating

alternatives occur simultaneously.

• Good solutions are those upon which decision makers agree regardless of
objectives.

• Alternatives and outcomes are drastically reduced by considering only options

similar to the current state of affairs.
•Analysis is restricted to differences between the
existing situation and proposed alternatives.
•The incremental method eschews theory in favor
of successive comparisons of concrete, practical
alternatives.
REFERENCE
WAYNE-K.-HOY_-CECIL-G.-MISKEL-EDUCATIONAL-
ADMINISTRATION_-THEORY-RESEARCH-AND-PRACTICE-
EDUCATIONAL-ADMINISTRATION_-THEORY-RESEARCH-AND-
PRACTICE-MCGRAW-HILL-HUMANITIES_SOCIAL-
SCIENCES_LANGUAGES- (1)
THANK YOU SO MUCH
PREPARED BY
ALVIN M. DARAUAY