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ERIC Number: ED246828
Record Type: Non-Journal
Publication Date: 1983
Pages: 92
Abstractor: N/A
Reference Count: N/A
Rational Decisionmaking in Higher Education. An NCHEMS Executive Overview.
Chaffee, Ellen Earle
Five models of organizational decision-making are described, and a case study of the rational model as seen in the budget process at Stanford University during the 1970s is presented. Several issues are addressed to help administrators who are interested in increasing the organization's rational decision-making. The five models are as follows: the rational model, the collegial model, the political model, the bureaucratic model, and organized anarchy. In the case study, five criteria essential to the rational approach are compared to the budget events of 1970-1979. These criteria are: values and objectives, alternatives, centralization of decision-making, understanding of consequences, and value-maximizing choice. It is suggested that prior to implementing rational decision-making, administrators should be aware of the need for certain organizational conditions: a firm definition of values, a sense of stability, and consistency in decision-making. Administrators also need to be alert to the issue of centralization/decentralization and to the differences among strategic, tactical, and operational decisions. The 18-month budget cycle used at Stanford University is outlined in chart form, and the results of a regression equation that used priorities to predict departmental budgets are included. (SW)
National Center for Higher Education Management Systems, P.O. Drawer P, Boulder, CO 80302 ($10.00).
Publication Type: Books; Reports - Descriptive
Education Level: N/A
Audience: Administrators; Practitioners
Language: English
Sponsor: N/A
Authoring Institution: National Center for Higher Education Management Systems, Boulder, CO.