Decision-Making Skills

Presented by: Rizza M. De Mesa

MAELM Student
for MAELM 210: Essentials of Management

 Disseminate

Follow through Evaluate

INDICATORS OF EFFECTIVENESS

Define the problem State the purpose Explore scenario Collect data Analyze data Draw conclusions Act

Minimal organizational conflicts Smooth communications flow through channels Enhanced reputation of decision-maker More active participation of subordinates Decision-making power is a positive management tool More altruistic and objective-centered decisions from below

STEPS

Decision Making Skills/Competencies of the School Manager

(by Abbott, 1974)

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Decisions differ by type. 1. Decision that is based on the administrative functions instruction, personnel, finance and the like. 2. Decision that concerns the origin of the decisionintermediate, appellate, and creative. 3. Decision that includes routine, heuristic (creative) and compromised decision situations. next

2. Skill in determining the amount of information needed to reach a decision

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The making of decisions requires adequate information. It is possible to err by taking action without adequate information or by unduly delaying action while searching for further information is made.
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The decision-making process is time-bound; therefore, problem situations do not remain static, and they change with the passage of time.

The effective school manager is one who can sense the point at which he/she has sufficient information to justify action

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3. Skill in determining the appropriate involvement of other people in reaching decisions

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3. Skill in determining the appropriate involvement of other people in reaching decisions

An effective manager must be able to make defensible judgments concerning the nature and degree of involvement of others. He needs to be skillful in recognizing when involvement is necessary and when it is unnecessary and in judging what degree of participation is essential for decision implementation.
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4. Skill in establishing priorities for action.

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A new manager, in particular, soon discovers that many more problems and issues will be brought to his attention than he can possibly deal with effectively. Some of this issues will be crucial but some will be trivial; some will require immediate attention, and others can or should be deferred; some will require personal attention while others can be delegated.
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5. Skill in anticipating both intended and unintended consequences of decisions.

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Decision-making consists essentially of estimating the outcome state of a system; that is, reaching a decision involves making choices based on predictions of the probable consequences of alternative courses of action. No decision produces only one effect or set of effects. Nor are the consequences of the decision ever limited to those intended.
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A decision to initiate a course of action to solve one problem may create other problems, or it may also generate a response entirely different from that intended.
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 1. Skill in differentiating among types of decisions 2. Skill in determining the amount of information needed to reach a decision 3. Skill in determining the appropriate involvement of other people in reaching decisions 4. Skill in establishing priorities for action 5. Skill in anticipating both intended and unintended next consequences of decisions.

To sum up, there are 5 Decision Making Skills that contribute to the effectiveness of the school manager.

References: Gaudencio V. Aquino, Educational Management: Principles, Functions, Concepts, Copyright 2000, Rex Bookstore, Inc. Melchizedek Y. Maquiso, Educational Administration: A Rational and Structural Approach, 1984 1st Edition

"In any moment of decision the best thing you can do is the right thing, the next best thing is the wrong thing, and the worst thing you can do is nothing."
Theodore Roosevelt

Thank you. God bless