unit ii

•  can be understood as the cognitive process of deciding on a course of action from among manifold alternatives.

  decision making
• interpretation, which can be rational or irrational, and can be based on explicit assumptions or tacit assumptions.

  decision making
• they said that  ‘decision-making’ is a synonym of planning.

  newman and sumber
• · views the decision-making process as an extension of a series of interrelated communication events.

  dorsey
• conceives of decision-making ‘as though it were synonymous with managing

  simon
• · describe decision-making as ‘rational, deliberative, purposeful action, beginning with the development of a decision strategy and moving through implementation and appraisal of results.’

  tarter and hoy's
• 1. According to Dimmock and Walker (2002), what is decision-making considered as in educational leadership?An unnecessary elementb) A minor aspectc) One of the eight key elementsd) A secondary consideration


  c
• 1. What are some challenges faced by educational institutions in the present scenario?Technological stagnationb) Lack of competitionc) Globalization and rapid technological changed) Isolation from social and economic developments

  c
• 1. According to Barrett et al. (2005), what kind of shift in decision-making is advocated in response to current challenges?A shift towards more authoritarian decision-makingb) A paradigm shift towards creativity and collaborationc) A shift towards individualistic decision-makingd) A shift towards indecisiveness

  b
• According to him, decision represents a judgement, a final resolution of a conflict of needs, means or goals; and a commitment to action made in the face of uncertainty and complexity

  Felix M. Lopez
• The different kinds of decision made in an organization are discussed as follows:  The decisions which will have long-term impact on the organization, like decisions about which strategies are to be followed are known as ----. People occupying top positions in an organization will be involved in making such critical decisions.

  STRATEGIC DECISIONS
• 1. As the name suggests, ----- decisions are concerned with decisions to be made during implementation. The middle level of management is responsible for making such decisions. These may be regarding the type of resources, their quality and quantity, providing incentive to employees, and so on.

  TACTICAL DECISIONS
•  The decisions which help in smooth operation of activities to be undertaken to achieve the strategies on day-to-day basis are known as operational decisions

  OPERATIONAL DECISIONS
• There are simple routine decisions when the decision maker is aware of both the solution and the outcome such as ordering textbooks, deciding on which reference books are to be used, what should be the annual raise of an employee, and so on

  PROGRAMMED DECISIONS
• there are decisions which need to be made in type of situations where neither the solution nor the outcome is known.

  1. he measures taken by an institution in a disaster situation is a non- programmed decision. Cancelling the examination due to question-paper leakage, postponement of entrance test due to sudden flood and similar type of situations are examples of this type.

  NON-PROGRAMMED DECISIONS
• 1. What is the first stage in the decision-making process outlined for educational administrators?Develop a plan of actionb) Examine the detailed make-up of the problemc) Careful analysis of the existing situationd) Recognize and define the problem

  C
• 1. When does the process of decision-making truly begin?When the problem is recognized and definedb) When the criteria for resolving the problem are decidedc) When the administrator evaluates the cost and consequences of each alternatived) When the problem has been identified

  D
• 1. What does the administrator need to be aware of during the third stage of decision-making?The cost of each solutionb) The nature and jurisdiction of the problemc) The potential consequences of the decisiond) The availability of teaching aids

  B
• 1. What is the purpose of deciding on criteria for resolving the problem?To determine the cost of each solutionb) To ensure maximum satisfaction for all staff membersc) To align decisions with organizational goalsd) To avoid implementing any solution

  C
• 1. What is the final stage in the decision-making process?Careful analysis of the existing situationb) Recognize and define the problemc) Initiate the plan of actiond) Develop a plan of action

  C
• WHAR ARE THE STAGES OF DECISION MAKING PROCESS (CREDDI)

  CAREFUL ANALYSIS OF EXISTING SITUATION, RECOGNIZE AND DEFINE THE PROBLEM, EXAMINE THE DETAILED MAKE-UP OF THE PROBLEM IN THE EXISTING SITUATION, DECIDE ON THE CRITERIA DOR RESOLVING THE PROBLEM, DEVELOP A PLAN FOR ACTION, INNITIATE A PLAN FOR ACTION
• WHAT ARE THE BASIC STRATEGIES OF DECISION MAKING

  CLASSICAL MODEL, ADMINISTRATIVE MODEL, INCREMENTAL MODEL, MIXED SCANNING OR ADAPTIVE DECISION MAKING
• the decision-making process is a series of sequential steps. This model employs an optimizing strategy. It pledges that decisions should be completely rational; it employs aninflecting strategy by seeking the best possible alternative to maximize the achievement of goals and objectives

  CLASSICAL MODEL
• The complexity of most organizational problems and the limited capacity of the human mind make it virtually impossible to use an optimizing strategy on any but the simplest problems. Hence, the need for strategies which could be more effective arose. Herbert Simon (1974) was first to introduce the strategy of satisfying (searching for satisfactory; alternatives rather than optimal ones). It is popularly known as satisfying strategy. This is a situation whereby there is a reliance on both theory and experience in decision-making

  THE ADMINISTRATIVE MODEL
•  In educational settings, there may be situations where neither the classic model nor administrative model works and may need other strategies

  INCREMENTAL MODEL
• THE SCIENCE OF MUDDLING THROUGH

  INCREMENTAL MODEL
•  It solely considers alternatives similar to the existing ones, ignoring outcomes that are outside the narrow range of decision-makers’ interest.


  INCREMENTAL
•  a model unites the best of both the administrative and incremental modes

  
  

  Mixed Scanning or Adaptive Decision-making
•  named ‘humble decision-making,’ that copes with uncertainties faced by contemporary administrators was reintroduced by Amite Etliori in 1967

  mixed scanning or adaptive
•  named ‘humble decision-making,’ that copes with uncertainties faced by contemporary administrators was reintroduced by Amite Etliori in 1967

  MIXED SCANNING OR ADAPTIVE DECISION MAKING
• IT IS THE CORE OF AN EFFETIVE ORGANIZATIONAL COMPLIANCE PROGRAM

  STRONG AND WELL COMMUNICATED CODE OF ETHICS
• The Code of Ethics serves as a guide for employees on how they can act with integrity and professionalism while working within their organizations.
• A code of ethics is an organization's statement about what it considers right and wrong behavior.
• They said that Decision-making is characterized as one of the eight key elements of educational leadership

  Dimmock and walker
• The word ‘organizational compliance’ named ‘humble decision-making,’ that copes with uncertainties faced by contemporary administrators was reintroduced by -----

  Amite Etliori
• The principles of Organizational Leaderships is divided to four categories, what are those?

  · Establishing Compliance Programmes

  · Structure and Control

  · Communication and Training

  · Responses to Violations
• Organizations must practise compliance through the construction and continuance of an effective compliance programme.

  Principle 1: Manage Compliance
•  Effective compliance programmes are intended to avoid, identify and act in response to legal risks and to encourage compliance with the law.

  Principle 2: Contain Risks
•  Effective compliance programmes are dynamic in nature that is planned to be flexible and modified, when suitable, to reflect changing circumstances.

  Principle 3: Respond to Change
• Effective compliance programmes declare that it is the organization’s policy to conform to all applicable laws.

  Principle 4: State Compliance Policy: