صنع القرارات الادارية

Abstract

This study examines the process of administrative decision-making as the cornerstone and beating heart of the administrative process, wields the most profound impact on directing organizational behavior and achieving strategic objectives. The study addresses a central problematic: how to construct a rational administrative decision that simultaneously fulfills organizational performance goals and adheres to the legal framework of legitimacy. To address this, the study utilizes a descriptive-analytical methodology, incorporating a comparative approach among various theoretical frameworks.

The literature review reveals a conceptual divergence in defining the administrative decision. Administrative law focuses strictly on legality, formal conditions, and its five validity pillars (jurisdiction, form, cause, purpose/intent, and subject matter). Conversely, public administration science expands this concept to encompass any conscious choice and systematic cognitive trade-offs between alternatives to resolve organizational issues. Furthermore, the study outlines the classifications of administrative decisions, notably differentiating between regulatory (general) and individual decisions, as well as organizational and routine decisions.

The study concludes that administrative rationality does not imply absolute perfection, but rather reaching the optimal choice under existing constraints and available data (bounded rationality). It identifies the key catalyst factors enhancing this rationality as: the quality of management information systems, the competence, practical experience, and behavioral skills of the decision-maker, clarity of organizational objectives, and a supportive organizational climate that fosters decentralization. Finally, the study demonstrates that decision-making is a systematic, sequential process consisting of seven fundamental stages: problem diagnosis, data collection and analysis, generation of alternatives, evaluation of alternatives, optimal selection (the decision act), implementation and follow-up, and concluding with performance evaluation and control. Ultimately, the study asserts that decision quality is strictly contingent upon the quality of its preparation and formulation, rather than the speed of its issuance.