ERIC Number: ED377566
Record Type: RIE
Publication Date: 1994-Aug
Facilitating Administrative Decision-Making and Organizational Change via a Decision-Making Process as Social Enterprise.
Shapiro, Arthur S.; And Others
This paper develops a theory-practice view of administrative and organizational decision making. Its goals are to improve administrative decision-making processes, facilitate organizational change through faculty involvement, and increase the potential for success in education reform efforts. The first sections discuss the nature of theory and examine the relationship between theory and practice. The three major properties of a theory include generalization, analysis, and prediction. Limitations of theory and the requirements of validity and reliability are discussed. Rather than serving as objective maps of reality, it is concluded that theories provide a "guide to action." In theory and practice, organizational decision making as a social enterprise is viewed as a four-phase process: (1) recognizing the problem and developing a plan; (2) generating interactions among people involved; (3) negotiating; and (4) producing consequences. Organizational stability, however, is not possible or desirable, because people and situations change. Finally, several examples of ways to use the new paradigm are presented, including organizational decision making by Japanese automakers, policy analysis and action for governments, curriculum change in a school, and school restructuring. Recommendations for further study are offered. One figure is included. (LMI)
Publication Type: Opinion Papers; Speeches/Meeting Papers
Education Level: N/A
Authoring Institution: N/A
Note: Paper presented at the Annual Meeting of the National Conference of Professors of Educational Administration (48th, Indian Wells, CA, August 9-13, 1994).