8.

DECISION MAKING

Created by :
Ari septyaningsih ()
Melisa Epriani (3415140744)
Marfa Isabella ( )
The Nature of Decision Making
universally defined as the process of choosing from
among alternatives,
important to an understanding of educational
administration because choice processes play a key role in
motivation, leadership, communication, and
organizational change.
The quality of the decision reached not only will have an
impact on the school client, but also will determine the
school administrators perceived value to the school
district
Types of Decision
Routine and nonroutines problems
Program decisions is routine problems arise on a regular basis
and can be addressed through standard operating procedure
Ex: periodic reordering of inventory, maintaining a necessary
grade point average for academic standing
Nonprogrammed decisions is nonroutine problems are novel
and unstructured. No establish procedure for handling the
problem
Ex : construction of two school districts; and the purchase of
experimental equipment.
2 models of decision making

the rational model

decision making assumes that decision making is a
rational processs whereby decision makers seek to
maximize the chances of achieving their desired
objectives by considering all possible alternatives,
exploring all possible consequences from among the
alternatives, and then making a decision
 the bounded rationality model
Herbert Simon coined the term bounded rationality
to describe the perspective of the decision maker who
would like to make the best decisions but normally
settles for less than the optimal.
Referred to as the administration model, explains how
people actually make decisions in organizations
 The model has 5 assumptions :
1. Decision will always be base on an incomplete and, to some
degree, inadequate comprehension of the true nature of the problem
being faced
2 decision makers will never succeed in generating all possible
alternative solutions for consideration
3. alternatives are always evaluated incompletely
4. the ultimate decision regarding which alternative to choose must
be based on some criterion other than maximization or optimization
5. conflicting goals of diferent stakeholder
 Satisficing this approach to decision making involves
choosing the first alternatives that satisfies minimal
standards of acceptability without exploring all
possibilities
 Two other forms of bounded rationality
Contextual rationality procedural rationality

Contextual : suggests
that a decision maker is
embedded in a network
of environmental focus on the procedures
influences that constrain in making decision
purely rational decision
making
 Intuisi
Has been described variuosly as follows:
The ability to know when a problem exist and to select the
ebst course of action quickly without conscious reasoning
The smooth automatic performance of deeply held patterns
of learned experience
Reliance on mental mdels-internal representations of the
external environment that allow us to anticipate future
events from current abservations
 Incrementalizing
successive limited comparisons of alternative courses
of action with one another until decision makers arrive
at an alternative on which they agree
 Decision tree

Decision tree

Decision Decision timeliness

quality acceptance
Benefits of Group Decision Making
Decisions Quality
Decisions Creativity
Decisions Acceptance
Decisions Understanding
Decision Judgement
Decisions Accuracy
Decision tree from Victor H.Vroom and Philip W.Yetton
Thankyou