Technium Business and Management (TBM)

Vol. 1, No. 1, pp.30-65 (2021)

ISSN: 2821-4366
[Link]

ASSESSING DECISION MAKING PRACTICE (IN CASE OF QUEENS

COLLEGE ADMINSTIRATION IN KALITY BRANCH)

Derese Simegnew Alehegn

Ethiopian
[Link] 56196
Addis Ababa
dereseenkopa@[Link]
+251913286839
Abstract.
The study was to assess the decision making practice in Queens College Administration.
Participatory decision making offered valuable opportunities to focus on work activity,
goals to identify, correct existing problems and to encourage better current and future
satisfaction of job. Thus performance of the whole organization will be enhanced.
Decision making is very crucial in the organization, because it gives new skill needed to
perform their job effectively and develop a quality work force. This study about decision
making practice on workers performance also discuses about benefit, approaches and
methods of decision. The study were conducted by gathering information though
reviewing related documents in addition to the main primary sources questionnaire both,
open and closed ended questions that were distributed to all employees in the
organization . The researcher used census techniques (100% of the total population of 48
employees of the College. These employees subjected to the study were employees of
Queens College Administration who were managerial and non-managerial staffs. From
48 employee among these questioner six were not returned and six did not provide
inconsistence information and 36 employees answered questioner that distribute through
the researcher. After the desired information was gathered, it was analyzed precisely
using tables, percentages and generalization. Generally more than half of the employees
did not take part in the process of decision making. As a result this becomes a ground for

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ISSN: 2821-4366
[Link]
employees are dissatisfaction and awe ring employees about the objective of taking part
in decision making the respective bodies and give invaluable time aware them.

CHAPTER ONE : INTRODUCTION

1.1. Background of the Study

In any organization, either it is large or small for profit or non profit; governmental or
non-governmental engage in a matter of human resources. These resources are the vast
resource of people in external environment versus internal resources because they are
organization life blood. They provide skills, knowledge and driver that create, maintain
and advance organization (Cliffered 2000).
Employees play an important role in the success of organizations. To be successful, an
organization must attract and keep the individuals needs to achieve its objectives and
thrive. To do this it must assess their attitudes towards the work. Among the most
measurement of attitude towards work either satisfaction or job satisfaction in
organizations sustainability are highly inters related because any organization can be
sustainable if it employees give effective response to their job. To get job satisfies
employees, contribution of participatory decision making is high due to greater Poole of
knowledge, different perspectives greater comprehension and increased acceptance and
so on (Cliffered 2000).
Participatory decision making is a type of decision making, it involves participating
employees in various form of decision making activities. Due to the increased complexity
of many problems in decision making it requires specialized knowledge in numerous
fields, usually not possessed by one person; participative decision making is very
important. To insure sustainable organization many managers spend eighty percent of
their working time in committee meetings when employees are satisfied an organizational
sustainability and successfulness continuous normally. However, most of the time
employees are not satisfied with their work. One of the most complain every where is
manager’s decision making style such as more centralized and autocratic type therefore
participatory decision making should provide an uninterrupted work for employees to
Queens College Administration staff with out incurring additional cost (questioner) .

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1.2. Organizational Background
Queens College began in journey as provider of tertiary education in 1999 after different
institution, which was mostly a language school, converted into full college. Today, it has
8 branches, all featuring high speed broad band internet connection, new computer for
student use and quality interaction provided by excellent teacher and professors. Queens
college operates with the believes that education is the key for not only the developments
of individual careers, but also entire communities, city and countries. Currently Queens
College have 48 employees in kality branch
Quality for Queens College is most importance and it focuses directed at a few key areas.
For one the quality of the insteractoy paramount. In addition to seeking out expert in their
subject areas the college provides training so the interaction is at the highest quality.
Secondly the college mantises the standards set forth by Ethiopians ministry education,
the higher education qualities, the higher educational quality relevance and quality
agency. Third the quality of equipment, which is a stumbling block for many educational
institution in the country, is a point of pride for Queens College which invites heavily in
maintaining relevant, high functioning computers and soft wear for its students to learn
with the college provides accredited degree and diploma program in business, technology
and legal related fields, and certified internationally as qualified instructor in computer
system by such major bodies as adobe, Microsoft and computers. The focus of institution
is on providing an affordable path for students to attain the skill and qualification they
need to pursue their careers.
Queens College provides accounting, human recourse management , marketing
,purchasing, legal service, Act ,secretary ,short term training in level 1-4 program,
accounting and finance, management, computer science, marketing mgmt. and
management in degree program. The college opens opportunity for student distance
program personal class, group class and weekend class (Deginet, 2016).

1.3. Statement of the Problem

The decision making process helps managers and other business professionals solve
problems by examining alternative choices and deciding on the best route to take. Using a
step-by-step approach is an efficient way to make thoughtful, informed decisions that
have a positive impact on your organization’s short- and long-term goals. The business

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decision making process is commonly divided into seven steps. Managers may utilize
many of these steps without realizing it, but gaining a clearer understanding of best
practices can improve the effectiveness of your decisions (Jonson, 2015).
Participatory decision making is a type of decision making, it involves participating
employees in various form of decision making activities. Due to the complexity of many
problems in decision making, job satisfaction in the organizations sustainability are
highly inter related because and organization can be sustainable if it employee give
effective response to their job (Robbins; 1999).
Other researchers Decision making is the process of responding to a problem by
searching for and selecting a solution or course of action that will create value for
organizational stakeholders. The process of organizational decision making contains two
major stages. The problem identification organizational conditions is monitored to
determine if performance is satisfactory and to diagnose the cause of shortcomings of
information for decision making the main challenge (taya, 2013).
In addition to this research is new in queen college decision making is mainly use
administrative to motivate the employee, to creativities and to share or shift risk of
different level. It is the basis for the organization objectives achievements:- increased
acceptance, greater pool of knowledge and skill. But different factors might that in
participatory decision making such as unwillingness of employees to participate, rigid,
avoiding management style during decision making activities and increase customer
compliant. Therefore this study was attempt to show contribution of participatory
decision making in handling these problems that affect employee job satisfaction.

1.4. Research questions

The major questions to be addressed in this study are:-
 What are the factors that affect participatory decision making in Queens
College administration?
 To what extent evaluate the type of decision making in Queens college
administration?
 What are the factors that affect employee’s job satisfaction in Queens’s
college administration?

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1.5. Objectives of the Study
The general objective of the study was to assess decision making practice in Queens
College Administration.
Specifically the study has the following objectives:-
 To assess the factors that affect participatory decision making in
Queens College administration.
 To evaluate the type of participatory decision making in Queens
College administration.
 To assess the factors that affect job satisfaction of employees in
Queens College administration.

1.6. Significance of the Study

Important of the study is offer a valuable opportunities to focus on work activities and
goals to identify and correct existence problems and to encourage better current and
future satisfaction of job managers need to determine the extent to which the advantage
and disadvantages apply to the decision making situations. (From book organizational
behaviors 1998 by Stephen Robbins)
In conducting this study, there are benefiter bodies such as:
1. For organizations:- After conducting this research the organization was
beneficiary that the manager see identified problems and recommended solution
of the study and he/she was taken the corrective action in the way and function of
the decision making.
2. For researcher:- Beneficiary on getting knowledge about the study and
experience on conducting such assessment to get satisfaction that when the study
was the solution for problem to practice the theoretical part with in addition
practice in the real world.
3. For other researcher:- He/she can take this study as a reference for conducting
other similar assessment.

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1.7. Scope of the Study
The scope of the study was encompasses participatory decision making style in Queens
College Administration i.e. the scope of the study is limited to identifying factors that
affect the practice of participatory decision making in the case of Queens College.
Administration. Since this practice applied all over the organization but the researcher
was not able to fulfill because of lack of finance conduct a very large research and lack of
secondary data regarding to the organization is participatory decision making process.
When we see the limitations of the study the researcher was face encountered some
problems, the respondent was involuntary to fill the questionnaires due to intensity of
work load. But the researcher takes measurement by arranging free time that suitable to
respondents to give correct answer freely. More over the respondent’s farness to explain
over all problems that are realized in decision making organization.

CHAPTER TWO : LITERATURE REVIEW

2.1. Concept and definition of Participatory Decision Making

A popular strategy for managing people is to involve them in decision about their work
and environment. We know that people are generally more willing to do their jobs and to
make an effort to change their performance when they are take in to account in one very
effective way of taking subordinates into account is to talk directly with them about
problems and allow them to help make decisions. Direct involvement allows-individuals
to agree and to make a public commitment to decision. When that happens subordinates
are more likely to make decision work (Stephen Robbins 1998).
Confusion exists about the exact meaning of participative decision making Stephan
clarified this situation by defining participative decision as the process whereby
employees play a direct role in setting goals, making decisions solving problems and
making changes in the organization. Without question participation decision making
entails much more than simple asking employees for their ideas or opinions.
Employee involvement also could participative management refers to the degree that
employment share information knowledge, rewards and power throughout the
organization. Employments have some level of activity in making decision that was not
previously within their mandate. The higher the level of involvement the more power

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people have over the decision process and outcomes. Involved employees also receive
information and posses the knowledge required to make a meaningful contribution to this
decision process (Stephen Robbins: 1998 ) .
One reason is, employee participation has become popular because it is an interval part of
knowledge. Management corporate leaders are realizing that employee knowledge is a
critical recourse for competitive advantage so the fore encouraging employee to share this
knowledge.
Technology has also pushed employed employee involvement more than we could have
imagined a decade ago (Gray strake 2000).

2.2. Management styles in Decision Making

When manager makes decisions, they must first gather information and then evaluate it.
Interims of information gathering the decision make can contribute on either getting the
“big pitcher” or just the details. The former strategy is called control inspector, for
example, assesses the overall pattern of output of a production line to determine of
quantity control standards are being met (perceptive style). The later strategy is called
receptive style for example; an auditor or accountant on the other hand, considers detailed
information (Gray/Starke: 2000).
Once the information gathered it can be analyzed either by systematically, orintutively
decision makers. Intuitive decision makers use a trial and error approach, i.e. the briefly
examine many alternatives and have many stops and starts in the process. They are not
found to a particular technique or a rigid stretcher in their analysis of problem. Intuitive
decision makes often roles on hunches and they defend their solution basis of whether or
not it worry (Gray Stark: 2000).
Systematic decision makes on the other hand stick to a highly structured way of looking
at the problem they define specific constraints early in the decision making process and
they conduct on orderly search for additional information. They stress the method of
solving the problem and defended their solution on the basis of their use of systematic
rational procedure for making the decision (Gray/Stark: 2000).

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2.3. Types of Decision
Managers make many different kinds of decision which can range any where from simple
to complex, routine to unique. General decision may be classified as either programmed
or non programmed decision (Gray, 2000).

2.3.1. Programmed Decision

Programmed decision is made in responses to situation that are routines, structured in all
types of organization. In bottling plant, for example, that part of quality control dealing
with whether the bottle is filled to the proper level follows programmed decision. The
credit granting function in banks is another example of programmed decision making.
As another example, consider a stores policy on merchandise returns. If your purchase a
shirt that does not fit and you want to return if what happen you will probably be allowed
to exchange it for ash it that does fit (Gray, 2000)..

2.3.2. Non-Programmed Decision

Non-programmed decisions are made in response to situation that is unique relatively
unstructured and/or major consequence to the organization. Example introduction of new
plant in to organization, If a firm wishes to build a new plant but has but has never done
so before this activity is clearly a non-programmed decision. Many decisions will have to
be made in areas where management has no precedents to follow. Non programmed
decision can have a much greater impact on organization than programmed decision
(Gray, 2000).

2.4. Factors Affecting Decision Making

There are several major elements of the internal environment that influenced decision
making in all organization. The predictability of decision out comes, individual a decision
making models management style in decision making organization decision making
modes, and general decision-making strategies which can be used in organization.
When managers make decisions, they find that the quality of information about the
alternatives, the payoffs, the risks etc. varies widely. As indicated on the above paragraph
the information environment that manager’s face ranges all the way from complete

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uncertainty to compete certainty. While there are an infinite number of circumstance in
which decision are made, we can divide the continuum in to three basic parts.

2.4.1 Certainty:-
At one extreme manager can have very exact information about the relevant aspects of
the problem facing them. When certainty exist, the managers known exact is how many
alternatives are available, the nature of each alternative the payoff, and likelihood of
events. This situation is not very likely to occur often in managerial decision making
although there are certain type of management decisions where virtual certainty exits.
Generally speaking, the lower the organization level, the relater the degree of certainly.
At upper level uncertainty exists about which alternatives are available, what their
payoffs will be the probabilities of success and so no to sum up, certainty is the condition
that exist when decision makers are fully informed about a problem its alternative
solution and their respective out comes (Graty; 2000).

2.4.2 Risk
Under conditions of risk, the managers are able to define the problem clearly of list
many (but not all of the alternatives, and to make an assessment of the likely hood of
payoff given a certain alternative. However, the manager cannot guarantee that a certain
pay off will occur once a given alternative is chosen. Example if a retail chain decides to
open a new out, there is no quarantine that this new out let will be economically viable
there is no way to know forcer train whether the location that has been chosen is better or
worse than some other location. However, managers can do various analyses to assess
more a accurately of the like hood that a particularly location will be success full.

Situation of risk require the use of probability analysis in order to use probability in
making decision managers must have some basis for assessing the likely hood that given
alternative will result in a certain outcome.
2.4.3 Uncertainty:-
Uncertain conditions exist when management cannot assign probabilities (subjective or
objective or chance of occurrence to the alternative that they develop. The problem is or
the possible alternative solution. This is because the decision maker has virtually no
information about the problem or because the problem is one that has never top

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management decisions particularly those that are among departure from the organization
current particles.
The obvious thing to do in conditions of uncertainty is to rather more information. If
probabilities are not known, task force might be assigned to assess the experience of
other firms who have faced this problem (Gray Starke; 2000).

2.5. Decision Making Techniques.

A group cans maker decisions simply by working together through the basic process.
However, group decision can be enriched when the group uses techniques that
stimulation creativities is group process. Among the most widely used techniques are
generating alterative through brainstorming, selecting alternatives with the Delphi
method and nominal group techniques are mentioned here the Delphi method and
nominal group techniques are mentioned here (Robbin, P. 1999)

2.5.1 Delphi Technique

This technique named after the ancient orate at Delphi was developed at the Rand
Corporation and is mainly used for forecasting future events. In order to use Delphi it is
necessary to get a panel of experts to give their opinions.
The Delphi to technique can be used on a wide variety of topics of interest to both society
in general and to business firm unparticular. For business firms, Delphi can because to
predict things like technological breakthrough in production process new product types
and economic outlook. For the government organizations Delphi can be used to predict
political coalition weapons development by foregoing power and the supply of critical
natural recourse like oil (Robbin, P. 1999).

2.5.2 Nominal-Grouping Technique

Is restricts discussion or inter personal communication during decision making process or
a group decision making method in which individual members meet face to face their
judgments in systematic but independent fashion.
In this technique which is in some respects similar to the Delphi techniques, five to ten
individual are assembled in a room and are asked to write their solution to a problem
given to the group. A group might be asked things like hoe to improve in their particular

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organization how they might improve upward communication how to development skills
or a host of other problem. The procedure for using the nominal technique is as follows.
Individual’s writ down their solution the problem without disusing them with other
member of the group. This is the “listing phase of the process; after approximately twenty
minutes have passed the “recording” phase begins. The individuals are asked to give the
solution that they have written down to the group leader the leader then writes each
individual solution to the problem are listed on the flip chart but the solution are not
matched with the individual who suggested them and the final stage in this process is the
“voting phase” ballots are distributed to member of the group and they are asked to rank
order interims of importance the solution that are on the flip chart. The ballots are
tabulated and alternatives with the highest core is designated as the choice of the group
like the Delphi technique, the nominal-grouping techniques is premised on the nation that
allowing group discussion may enhance creativity (Robbin, P. 1999).

2.5.3 Brain Storming

The brainstorming techniques were developed by Alxosborn a partner in an advertising
agency. The technique was used originally to develop an advertising program but it can
be used any time an organization wants to develop creative or freewheeling idea to
facilitate this, the following guidelines are used in brain storming. Criticism of idea that
are developed is not allowed, Participants are encouraged to build on the serrations of
other group members and As may ideas as possible are encouraged. The greater the
probability that a useful one will be found. (Gray Stark: 2000)

2.6. Job Satisfaction

2.6.1. The Concept of Job Satisfaction

Like any feelings of satisfaction job satisfaction is an emotional effective response.
Affect refers to feelings of like or dislike the reform job stratification is the issue in which
a person derives pleasure from a job. Job satisfaction is a pleasurable or positive
emotional state resulting from the appraisal of one’s job or job experiences. Unlike moral
which is a group response, job satisfaction is strictly an individual’s response (Robbins;
1999).

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2.6.2. Causes of job satisfaction with her job and dissatisfied with one aspect
A. Need Fulfillment:- These persons that satisfaction is determined by the extent to
which the characteristics of a job allow an individual to fulfill his or here needs
B. Discrepancies:- This model propose that satisfaction is a result of met expectations.
Met expectation refers to the difference between what an individuals expect to
recessive from a job such as good pay and promotional opportunities, and what he or
her actually receives. When expectations are greater than what is received, a person
will be dissatisfied. In contrast, this model predicts the individuals will be satisfied
when he or she attains out comes above and beg and expectation.
C. Value Attainment:- The idea underlying value attainment is that satisfaction result
from the perception that job allows for fulfillment of an individual important work
values.
D. Equity:- In this model satisfaction is a function of how “fairy” an individual is
treated at work satisfaction result from one’s participation that work out comes
relative to inputs, compare favorably with a significance others out comes inputs.
E. Trait/genetic Components:- This model of satisfaction attempts to explain the
benefit that job satisfaction is partly a function of both personal traits and genetic
traits. As such this model implies that stable individual difference is thus important in
explaining job satisfaction as are characteristics of the work environment. Genetic
factors also were found to significantly predict life satisfaction well being and general
job satisfaction (Robbins; 1999).

2.6.3. Consequence of job Satisfaction

The relationship between job satisfaction and other organizational variables is either
positive or negative. The strength of the relationship ranges as from weak to strong.

Motivation:- Measure satisfaction with supervision also was significantly correlated with
motivation managers are advised to consider how their behavior affects employees
satisfaction manager can potentially enhanced employee’s motivation through various
attempt to increase job satisfaction.
Job Involvement:- Job involvement represents the extent to which an individual is
personally involved with his or her work role. Different studies demonstrated that job

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involvement was moderately related with job satisfaction. Managers are thus encouraged
to faster satisfying work environments in order to fuel employee’s job involvement.
Organizational Commitment:- Organizational commitment reflects that extend to
which an individual identifies with an organization and to in order to management are
advised to increase job satisfactions in order to elicit higher levels of commitment.
Interns higher commitment and facilitate higher productivity.
Absenteeism and turnover:- Studies reviled a wake negative relationship between
satisfaction and absenteeism. It is unlikely their for that managers will realize any
significant decrease in absenteeism by increasing job satisfaction (Robbins; 1999).

2.7. Significant of Participatory Decision Making

In doing so, managers need to determine the extent to which the advantages and
disadvantages apply to the decision situation. Then the following three guideline may be
applied to help whether the group makes decision making process; If additional
information would increases the quality of decision managers should those people how
can provide the needed information; If acceptance is important manages need to involve
those individual acceptance and commitment are important and If people can be develop
through their participation manages may want involve through whose development is
most important (Gray: 2000).

2.7.1. Diversity of View Points

The variety of view point and knowledge contributed by group member can enhance the
quality of objective established group decision tend to be more accurate than that of
average (but not the best group members also group solutions are typically more
creative.) getting more people involved in decision making also can improve efficiency.
If several people search for information and alternatives on for evaluation them the
origination can carry out steps more roughly in the same time frame (Gray: 2000).

2.7.2. Motivation
Efforts to a chive consensus can result not only more reasoned decisions, but been wider
acceptance and understanding of alternative choice.

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2.7.3. Risk and Cautious Shifts
Another possible benefit of participatory decision making has to do with decision makers
risk aversion. Researchers have notice that in some situation group members has a whole
are willing to accept greater level of risk following a group discussion. The call these
tendencies a risk shift. In other situation group discussion leads to a reduction in the level
of a risk consider acceptable – a cautious shifts. The direction of shifts may depend on
type of decision making being made. The risk shifts results when the choice is among
potential gains and cautious shifts when the chose is among potential loses. In most
organization it will rare to find decision being made regularly by individual. The reason
for the group decision making in organization are many some of them are business world
requires more specialized knowledge than just one person usual possessed. Secondly it is
proven than group participation through of the decision making process helps create
acceptance of commitment to the decision and it is smooth implementing decision (Gray:
2000).

2.8. Factors which Affect Participation

Of course, participative decision making is not perfect. First it is more time consuming
than individual decision making. This is because the group must agree on decision roles,
the information processing is more complex and the members of the group must take time
to communicate with one another and resolve disagreements. Nevertheless, over half the
studies investigating a link between employee’s participation in decision making and out
comes found no relationship to productivity(Gray: 2000).
Various types of group dynamic can interface with effective group decision making one
is pressure to confirm. When someone believes everyone else in the group holds a certain
opinion or value, that person will be reluctant to voice an opposing view. Group members
also tend to hold back from stating view. That opposes those of dominant or highest
status group member or one perceived to have expertise.
Similarly groups are likely to be biased in favor of the view points of group member,
discounting the view of outsiders. This can limit a group to consideration of only
internally generated solutions (Stephen 1998).
Group think

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When group is highly cohesive, members often over emphasize agreement and
consensus, becoming unwilling to evaluate member’s ideas critically. This condition is
called group think when group think exists, the group not only lasses benefits of diverse
view points, it may actually make decision that none of the group members like just
because no one is willing to make negative comments(Stephen/Robbin; 1998)..
The basic way to avoid group think is to actively encourage divergent view points. For
example, the group designates someone to act as devilry advocate. Generally
participating employees in decision making the following demerits: Social pressure
unwillingness “rock the boat” and pressure to conform may combine to stifle the
creativity of individual contributors, Minority domination- some times the quality of
group action in reduced when the group gives in to those who talk the loudest and
longest. Logrolling policies wheeling and dealing can displace sound thinking when
individuals get project or vested interest is take. The goal displacement some secondary
considerations were winning an argument. Making a point or getting back at arrival
displace the primary the task of making a sound decision or solving a problem and Group
think as disc used above-sometimes cohesive in group think let the desire for un animate
override sound judgment when generating and evaluating alternative courses of action.
(Stephen/Robbin, 1998).

2.9. Empirical litterateur review

The participative decision are the process where by employees play a direct role in setting
goals, making decisions solving problems and making changes in the organization.
Without question participation decision making entails much more than simple asking
employees for their ideas or opinions.
Decision makes is stick to a highly structured way of looking at the problem they define
specific constraints early in the decision making process and they conduct on orderly
search for additional information. They stress the method of solving the problem and
defended their solution on the basis of their use of systematic rational procedure for
making the decision. (Gray/Stark: 2000, PP. 358)
There are several major elements of the internal environment that influenced decision
making in all organization. The predictability of decision out comes, individual a decision
making models management style in decision making organization decision making

44
 Technium Business and Management (TBM)
Vol. 1, No. 1, pp.30-65 (2021)
ISSN: 2821-4366
[Link]
modes, and general decision-making strategies which can be used in organization. When
managers make decisions, they find that the quality of information about the alternatives,
the payoffs, the risks etc. varies widely. As indicated on the above paragraph the
information environment that managers face ranges all the way from complete
uncertainty to compete certainty. While there are an infinite number of circumstance in
which decision are made(Gray: 2000).
A group cans maker decisions simply by working together through the basic process.
However, group decision can be enriched when the group uses techniques that
stimulation creativities is group process. Among the most widely used techniques are
generating alterative through brainstorming, selecting alternatives with the Delphi
method and nominal group techniques are mentioned here the Delphi method and
nominal group techniques are mentioned here (Stephen/Robbins, P. 1999:). Like any
feelings of satisfaction job satisfaction is an emotional effective response. Affect refers to
feelings of like or dislike the reform job stratification is the issue in which a person
derives pleasure from a job. Job satisfaction is a pleasurable or positive emotional state
resulting from the appraisal of one’s job or job experiences (Stephen/Robbins, 1999)

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CHAPTER THREE: METHODOLOGY
3.1. Study Area and Population
In order to achieve aim or desired objective the target groups of the study was Queens
College Administration in Addis Abeba Kolfe Keranio Sub city werda 04 Alem Bank
branch.

3.2. Research Design and Type

The research design was survey study that focus on decision making practice that helps
the researcher to obtain deeper information about the situation that was in turn enable the
researcher to examine the data and arrive at conclusion. The study is descriptive and
qualitative types of research.

3.3. Source of Data and Methods of Data Collection

3.3.1. Data Collection Instruments

The researchers would be used questionnaire and interview. The researchers were
prepared the questionnaires to be responded by the sampled employees of the authority.
The questions were designed to make the purpose of the study successful after the results
have ascertained. These instruments give the expected information about the
implementation of planning practices of the Addis Ababa city administration transport
authority procedures or practices.

3.3.2. Sources of Data

Both primary and secondary source of data were used in conducting the research.

3.3.3. Primary Sources

In getting primary data there are several approaches available to gathering data. In order
to collect reliable and valid information, the researchers were contacted employees of the
implementation of planning practices of the Addis Ababa city administration transport
authority. This instrument was used in collecting the primary data through questionnaires
and interview.

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[Link]. Questionnaires
The purposes of using questionnaire were helped to assess the implementation of
planning practices of the Addis Ababa city administration transport authority. A set of
questionnaire was prepared with open ended as well as closed ended questions.

3.4. Methods of Data Collection

In the study both primary and secondary data collection methods were used principally,
self-administered questionnaires was proposed tool for the primary data collection.
Because the time given to conduct this study is short, the researchers use this technique to
get more data within a short period. Questionnaire’s was conducted with employees and
managers of the organization. The questionnaires include open ended questions that may
invite them to express their feeling, and closed ended questions that provide alternatives
to choose.

3.5. Sampling Techniques and Sample Size

3.5.1. Sampling Techniques

A sample was made up of all of the members of the organization. Selecting a sample is a
fundamental element of the study. Census was chosen for taking the sample on the
grounds that every single observation of the sample was all members of the organization
to get quality and sufficient information.

3.5.2. Sampling Size

In order to come across manageable size of population, the researcher was selected all
employees which are working in the college. The researcher used census technique
(100% of total population of 48 employees).

3.6. Data Analysis

After all the require data are collect and process data were analyzed and interpreted
according to their nature. Data analysis implies that further transformation of the process
of data to look for patterns and relations among the data groups. Data was analyzed using
descriptive data analysis methods. It refers to understand and interpret. This method helps
to describe, summarize and present qualitative data that were presented in table.

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CHAPTER FOUR: DISCUSSION AD ANANLYSIS

4.1. Discussion and Interpretation of Data

Among these questioner six were not returned and six did not provide inconsistence
information and the remaining 36 were used for analysis and interpretation of data.
Primary and secondary data were used as a source of information for the study the data
were collected mainly using questionnaire considering 36 actual respondents. here after..
Table 1 Profile of the Respondent
Respondents
No Item In number In percentage
1 Sex
Male 28 77.7%
Female 8 22.3%
Total 36 100%
Age
Below 20 2 5.6%
2 26-30 14 38.9%
31-35 8 22.2%
36-40 8 22.2%
Above 40 4 11.1%
Total 36 100%
Sources( questionnaires 2017 )
The researcher can seen in item 1 of table 1, among the respondents twenty-eight
(77.7%) have to be male and eight (22.3%) were females. If we see the age distribution of
the sample employee in item 2, 5.6%(two) of the respondents were below 20 years old,
38.8%(fourteen) of the respondents were existed the age between 20-24, 11.1%(four) of
the respondent were lays between 26-30 years old, 22.2(eight) of the respondent were
existed between the age of 31-35 years old. , 22.2(eight) of the respondents were existed
between 36-40 years old and the rest 11.1% (four) of the respondents were exit above 40
years old.
The information shows that more than 50% of the employees are male and most of the
employees exist between the age of 26-40.

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Table 2 Employee qualification

Qualification Number of respondant in Number of respondant in

number present
Grade 1-12 6 16.7%
Certificate - -
Diploma 3 8.3%
First degree 16 44.4%
Masters 10 27.8%
Above masters 1 2.8%
Total 36 100%
Sources( questionnaires 2017 )
As is shown table 16.7% (six) of the respondent were grade 1-12 holders , 8.3%(three) of
the respondant were diploma holders, 44.4%(sixteen) of the respondent were first degree
holders, 27.8%(ten) of the respondents were masters holders and 2.8%(one) of the
respondents was above masters holders
This indicates that most of the employee qualification lays in first degree and masters.
Table 3 work experience
Work experience Number of respondent in number Number of respondent in present
Less than 1 year - -
1-5 years 18 50%
6-10 years 6 16.7%
11-15 years 7 19.4%
Above 15 years 5 13.9%
Total 36 100%
Sources( questionnaires 2017 )

As is shown the above table 3 50%(eighteen) of the respondent have 1-5 years of
experience, 16.7%(six) of the respondents have also 6-10 years of experience
19.4%(seven) of the respondents have 11-15 years of experience, and 13.9%(five) of
respondent have above 15 years of experience.

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From this the researcher conclude that 50%of the employees have 1-5 work experience
and 50% of the employees have more than 5 years work experience.

4.2. Issues Related to Decision Making

In order to analyze the current situation with regard to decision making, the student has
designed different questions and the results are participation in decision making.
Table 4 Employees participation in decision making
Item Response No of response In percent
Do you agree with the idea of Yes 36 100%
participatory decision making? No -- --
Total 36 100%
Sources( questionnaires 2017 )

The researcher can see from table 4; 36(100%) of the employees or respondents were
agreed with the idea of participatory decision making. This may be indicated that the all
of concerned respondents well understood about the benefits and advantages of
participatory decision making in their organization.

Based on the questionnaire conducted with the manager he believed that the idea of
participatory decision making is so interesting which as it to create a good atmosphere to
the employees and the organization in different ways. He also explained that unless there
is participatory decision making accomplishing the organizational objective becomes
difficult.
From the response above it is possible to understand that a large percentage of the
employees know the idea of participatory decision making.

Table 5 Timing and Length of Participative Decision Making:

Item Alternative No of response In percent
Do you think that the issue of Yes 14 38.9%
participative decision making is too No 16 44.4%
lengthy and time consuming in your Silent 6 16.7%

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organization? Total 36 100%
Sources( questionnaires 2017 )
As is shown in table 5, fourteen (38.9%) respondents said that the issue of participative
decision making is too length and consuming. But sixteen (44.4%) said that the issue is
not too lengthy and time consuming. The remaining six (16.9%) respondents were keep
silent about the time consumption of their organization during the decision making
process. But through the local analysis and interpretation almost equal number who said
“Yes” and “No”. So this is difficult to judge the issue of participative decision making is
too lengthy and time consuming in the Queens College administrative staff.
Still based on the result finding on the above table a little bit difference we can expect
that or consider that the issue of participatory decision making may not be time
consuming and too lengthy since the more percentage of the respondents were said.

Table 6 Effort of Administrative bodies to aware employee

Item Alternative No of response In percent

Have you ever noticed a situation Yes 14 38.9%
where administrative bodies have No 22 61.1%
attempted to show objective of Total 36 100%
participatory decision making?
Sources( questionnaires 2017 )
Table 6, was designed to assess effort of administrators to aware the objective of
participatory decision making. Hence out of the total respondents, 38.9 percent of the
respondents notice situation where administrative bodies have made an attempt to show the
objective of participative decision making to their employees. However 61.1 percent
of among the total respondents answered they have never noticed administrative bodies show
the decision participative decision making to them.
Although decision making is mainly sued for administrative purposes such as to motivate the
employees, to increase creativity decision making and to share or shift risks among different
levels most of the employees have never noticed any attempt to show the objective by the
respective body.
Table 7 Contribution of Participative decision making
Item Alternative No of response In percent

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How much contribute participative High 18 50%
decision making to your job satisfaction? Medium 16 44.4%
Low 2 5.6%
Total 36 100%
Sources( questionnaires 2017 )

According to table 7; eighteen (50%) respondents gave their answer that participative
decision making contribution highly to their job satisfaction, sixteen (44.4%) of them said
that decision making contribution in job satisfaction in medium way and decision making
contributes in low level in job satisfaction give answer remaining two (5.6%)
respondent was low contribution.
Even among most of the respondents implied there a positive relationship between
participating in decision making and satisfying with the job, but some respondents
complained that of this.
➢ The administrative bodies did not give any time to discuss such kind of issues.
➢ They have not confidence the transparence of the decision which is made.
➢ Most of the time the decision is conducted in some administrative bodies only etc.
➢ The respondents who said “low” was not gave only other (s) which contribute to
her job satisfaction.

Table 8 Employees Involvement in decision makers.

Item Alternative No of response In percent
Do you participate in all the decision Yes 4 11.1%
made in your organization? No 32 88.9%
Total 36 100%
Sources( questionnaires 2017 )

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According to table 8, four (11.1%) employees were responded that they have
participate in all the decision made in their organization. But thirteen two (88.9%)
employees implied that did not take part in all the decisions. Those who did not
participate in all the decisions they raised reasons like;
The organization (administrative staff) don’t participate employees in decision making at
all.
Decision making in group is time consuming tedious and difficult in our organization.
Most of the managerial level believes that the decision making respects the managers
only etc.

4.2.1 Participatory Decision Making in the eyes of Manager’s of Queens college

To cross check respondent response questioner was made with the managers. They said
“most of the our organization participate employees in the final decision. However in
cases like there is no enough time to participate not only enough time but also absence of
comfort favor situation to participate the employees when the decision type is not
allowed to participate all workers and some related issues employees may not take part in
the decision. The overall response indicates that there are situations where employees are
not participated in all decision. This could create/effect negatively on the employees job
situations.
Table 9 Contribution of decision making to employees
Item Alternative No of response In percent
Do you think that the existing Yes 12 33.3%
participatory decision making style No 24 66.7%
in your organization has help you in Total 36 100%
any way?
Sources( questionnaires 2017 )
The researcher can see from table 9 twelve (33.3%) respondents answered that the
existing participative decision making style in their organization has helped them, but
twenty four (66.7%) employees answered that the existing participative decision making
did not help them in any way. The responses gathered indicated that the existing
participatory decision making in the organization (Queens College administrative staff)

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have no significance in helping the employees in any way. Respondents who said “yes”
to the above table stated the reasons like:
❖ The existing participative decision making helps employees to know how
problems are solved within groups rather than individually.
❖ Group generates the greater pool of knowledge and the existing problem of the
organization is easily and immediately resolved.
❖ They are motivated to do their job this interims made them continuing with
satisfaction with their job and this leads to creating a sustained working in their
organization.
It, increase, cooperation of the employees and also the manger this in turn leads to create
comfort culture of helping each other. What ever all problems do you have the regard to
decision making in the organization is/are large number of respondents were gave similar
ideas. Among the problem raised by the respondents some are the following.
❖ The organization not yet exercises participatory decision making during the time
of decision process in the organization i.e. they not encourage to express their
idea/feeling etc.
❖ Management style in decision making process is rigid and most of the time the
employees are receiver of final decision.

Some of the respondents were gave response like our organization (administrative
decision making of Queens College Administration. Centralization of power and
authority at top level this is not expected from the modern world of the management
style. What suggestion do you want to forward overcome the problems in decision
making?
To this question the respondents were also gave the similar and related suggestions like:
❖ It may overcome the right person (skilled) seat at the right place and business
reengineering process implementing the institution.
❖ Through implementing BPR in the college in short period of time in order to
addressed the problems.
❖ Management style must be change i.e. make the employees participate to decision
making because it can be help to get good decision.

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❖ To create a good atmosphere of working conditions participatory to decision
making should be strengthened. Etc.
Table 10 participatory decision making in the college
DO you think that the lock Alternative No/of respondent In percent
of participatory decision Yes 26 72.2%
making in the college is NO 10 27.8%
avoidable 36 100%
Sources( questionnaires 2017 )

According to table 10 26(72.2%) respondents answered that the lock of

participatory decision making in the college is avoidable .But 10(27.8%)
respondents answered that the lack of participatory decision making in the collage
is not Avoidable.
To conclude that lack of participatory decision making is avoidable in the college.
Table 11 discussion regarding to the use of participatory decision making
Is there any discussion in Alternative No/of respondent In percent
your origination Yes 6 16.7%
concerning with the use NO 30 83.3%
of participatory decision 36 100%
making
Sources( questionnaires 2017 )

Table 11 was designed to asses discussion concerned to the use of participatory decision
making .Hence out of the total respondents 6(16.7%) respondents answered that
discussion is available regarding to the use of participatory decision making. However
30(83.3%) respondent answered that discussion is not available regarding to the use of
participatory decision making in the college.
From this the researcher conclude that there is a little discussion concerning with the use
of participatory decision making.
Table 12 complaint answered by management
How do you see the level of Alternative No/of respondent In percent
employees complaint High 2 5.6%

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answered by management Medium 6 16.7%
Low 28 77.7%
Total 36 100%

Sources( questionnaires 2017 )

From the above table 12 it observed that 2(5.6%) respondent side that employees
compliant answered by managers. However 6(16.7%) respondent answered that
employees compliant answered by management in medium way .But 28(77.7%)
respondent side that employees compliant does not answered by mangers.
As is shown from the finding the college managers answered the employees complaint in
a low level.
Table 13 level of employee participation in the college decision process
How do you see the level of Alternative No/of respondent In percent
participation that takes Sufficient 0 0%
place in your college Not sufficient 36 100%
Total 36 100%

Sources( questionnaires 2017 )

As it is observed in table 13 of the respondent 36(100%) respondents answered the level

of participation in the college is not sufficient. The information shows that the level of
employee participation in the college decision is tot sufficient.

Table 14 constraints in participatory in decision making

Alternatives No/of respondent In percent
What constraint do you Cultural difference 8 22.2%
think put participatory Difference in 24 66.7%
decision making is not to altitude towards
achieve the desired participatory
objectives decision making

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Language difference 4 11.1%

Total 36 100%

Sources( questionnaires 2017 )

According to table 14 8(22.2%) respondents gave their answer that the constraint of
participatory decision making to achieve the desired objectives is cultural difference.
However 24(66.7%) respondent Answered that the factors that affecting participatory
decision making to achieve the desired origination goal is difference in attitude to wards
participation. The rest 4(11.1%) respondent side that the constraint of participatory
decision making to achieve the desired objective is difference in language. This indicates
that the main constraint of participatory decision making is managers difference altitude
concerned with decision making.

As indicated in the literature (chapter two) participative decision making is a

training ground that less experienced participants in group action learn how to cope
with group dynamic by actually being participated. It also a way of increasing
acceptance that those who play an active role in group decision making and problem
solving tend to view the outcome as “ours” rather than “theirs”

Therefore, one can perceive from this that by participating employees in decision making
it is possible to create a normal sustaining working condition. This in turn leads to
creating satisfaction by one’s job. Finally if one gets satisfaction by his job he stands for
helping himself and his organization. If this decisions are effectively implemented a great
effect (positive) effect on the accomplishment of organizational goals and objectives.

Before I gave conclusion and recommendation, I would like mentioned what I gathered
(observed problems) and those corresponding suggestions generated by the respondent in
Queens college administration of employees explained that decision making in their
organization not perfect. From the overall problems raised the following are some of
them.

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➢ The manger gives invaluable time to participate the employees in decision
making.
➢ There is also lack of coordinated way of decision making this is due to lack of
transparency. Most of the time the manger did not give sense to hear the
complaints of the operational level employees.
➢ The decision is not conducted at a schedule.
Therefore, to overcome the above mentioned problems, the respondents are asked to give
their suggestions. Among set the following.
➢ There must be coordination and cooperation’s between each employee and
managerial levels.
➢ The manager must listen the complaints of the employees and give them a chance
to take part in decisions.
➢ Organizations must support quality circles with technical assistance and training
in participative management, problem solving and statistical analysis techniques.
➢ Leaders (management) and member’s employees must have clear sense of the
meeting’s agenda in the decision made.

CHAPTER FIVE: SUMMARY OF FINDING, CONCLUSION AND

RECOMMENDATIONS

1.1. INTRODUCATION
Presentation and analysis of data in the preceding chapter have provided the researcher
perspective on the fact of the study about contribution of participator decision making
and its effect of job satisfaction in Queens’s college administration. In this chapter a
summary and conclusion of the majority findings of the study and recommendations that
are expected to be helpful are presented.

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1.2. Summary of the Main Findings
❖ The main concern of this study was to collect necessary information about major
problems in participating employees in decision making in Queens college
administration. The basic questionnaires in general were:
❖ What the decision making process in practice of parting employees looks like in
the college?
❖ What the possible significances of participating employees in decision making are
in the college?
❖ What are the overall effects of participative decision making a job satisfaction and
on the administration of the organization?
❖ Decision making is central to the managerial task of coordinating organization
endeavor toward achieving goal. To achieve such organizational goals,
participation of every individual effort is essential. Therefore it major purpose is
participating employees in decision making to accomplish such goals and to
assure the distain ability of the organization.

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1.3. Conclusion
❖ For analysis in the previous chapter the following conclusion are given based on
the researcher findings. Most of the employees have good knowledge about the
idea of participative decision as indicated in their responses.
❖ More than half of the employees (about 88.9%) did not take part in the process of
decision making. As a result this becomes a ground for employee’s
dissatisfaction.
❖ Even if participation of employees in decisions my delay the decision process.
Time is not a major problem of participating employees in decision making
process. There is also lack of coordinated way of decision making this is due to
lack of transparency. Most of the time the manger did not give sense to hear the
complaints of the operational level employees.
❖ The administrative bodies did not give any time to discuss such kind of issues.
❖ They have not confidence the transparence of the decision which is made.
❖ Most of the time the decision is conducted in some administrative bodies only.
❖ Although a wearing employees about the objective of taking part in the decision
making the respective bodies and give invaluable time aware them.
❖ Even though satisfaction by one’s job is person, most of the time respondents
explained that there is a positive relationship between employees participation in
decision making and job satisfaction.
❖ There is a great deal of information gap between the managerial employees and
subordinate employees with regard to how the decisions is made, then it is made
and what the decisions agenda is about, this made employees complained and
dissatisfaction and cooperation with in employees of Queens college
administrative bodies regarding decision making process. As a result it becomes a
major problem to continuing a normal working condition.
❖ The decision is not conducted at a schedule.

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1.4. Recommendations
❖ The respective body works on the take parting employees in decision to solve the
increasing rate of dissatisfaction of employees in their work.
❖ The decision must be done in transparent and participate manner.
❖ An administrative body should make efforts to show the aim and objective of
each decision.
❖ The manager must listen the complaints of the employees and give them a chance
to take part in decisions.
❖ Since participative decision making in the organization increase responsibility,
commitment, creativity and moral of the employees. The administrative body
should give great value to this issue.
❖ To create a good atmosphere of working conditions participatory to decision
making should be strengthened.
❖ The respective body of Queens college administrative staff must fill the
information gap by a wearing everything about the decision made in the
organization, and there must be cooperation of employees in each levels of the
organization. Moreover, the organization should give opportunities to its
employees to complain in cases their participation is helpful to them
❖ Managers should give a chance for the employees to direct the decision place of
him because it increases motivation and satisfaction to job. This in turn increases
sustainability and accomplishing organizational goals easily.
❖ The existing participative decision making helps employees to know how
problems are solved within groups rather than individually.
❖ Group generates the greater pool of knowledge and the existing problem of my
organization is easily and immediately resolved.
❖ They are motivated to do their job this interims made them continuing with
satisfaction with their job and this leads to creating a sustained working in their
organization.

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Reference
❖ Gray/Strick (2000), Operational Manager (Management) Decision Making in

Operation Function, 2nd edition.

❖ Gray/Strick and Cliffered. (2000), Participatory Decision Making Book Published

❖ by Western College Publishing (searched from Internet)

❖ Jill Hussey and Roger Hussey (1997), Business Research: A practical guide for

Undergraduate and Postgraduate Students, Macmillan Press Ltd, London.

❖ Plunkett, Arthur (1994), Introduction to Management, 5th edition, Cliformal: Words

Worth Publishing Company.

❖ Stephen Robbin P. (1998), Organization Behavior 3rd edition.

❖ Stephen Robbin P. (1999), Organization Behavior 4th edition.

❖ Deginet yeregal (2016) Queens magazine profile 2nd edition.

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Appendix

Department Business administration

Question to be filled by the employees of Queens College in Alem Bank Branch. Dear
respondent is in the process of collecting answer from employees of Queens College to
prepare a research paper on the title an assessing contribution of participatory decision
making the case of Queens College in Alem Bank Branch to fulfill the requirement to
graduate in management Admas University your cooperation in giving relevant
Information(filling the questionnaires appropriately) gives greater importance. And the
accomplishment of the researcher work highly depends on your timely response and
return of the questionnaire so you are kindly requested to answer the return the
questionnaire in time .you are again highly requested to answer freely and give
information because your answers will be kept secured to protect your privacy and you
are not expected to write your name.
Finally, please respond to each of the following questions as per the instruction given
Please, Put “X” Mark for the correct answer inside the box.
1. Sex
Male □ Female □
2. Age
Below 20□ 20-25 □ 26-30 □ 31-35 □ 36-40 □ Above 40 □
3. Qualification
Grade 1-12 □ Certificate □ Diploma □ First degree □
MA □ above MA □
4. work experience
Less than1 year 1-5 years □ 6-10 years □ 11-15 years □
above 15 years □
5-do you agree the idea of participatory decision making ?
Yes □ No □

6- do you think that the issue of participative decision making is too lengthy and time
consuming in your organization?

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Yes □ No □ silent □
7- have you ever noticed a situation where administrative bodies have attempted to show
objectives of participatory decision making ?
Yes □ No □
8-how much contribute participative decision making to your job satisfaction ?
High □ medium □ low □
9- do you participate in all the decision made in your organization?
Yes □ No □
10- do you think that the existing participatory decision making style in your organization
has help you in any way ?
Yes □ No □
11-Did you face centralized decision with wars of your department and/ or other
administrators?
Yes □ No □
12-If your answer for question number (11) is “ Yes”, what were the reason for less
participation in the College?
Centralized decision □ gap to participating while decisions □
Lack of information □ other ______________________________
13-Do you think that the lack of participating in the college is avoidable?
Yes □ No □
14-If your answer for question number (13) is “Yes” by what techniques
specify:_______________________
15-Is there any discussion in your organization concerning the use of participatory
decision making?
Yes □ No □
16-If your answer for question number (15) is “Yes”, how many times?
Once a month □ Once a year □ twice a month □
Other______________________

17-If your answer for question Number 15 is “No”, what is / are the reason?
Because it is almost useless □
Because the management do not give □

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Because there is no enough time □
Attention or emphasis □ Others __________________________
18-How do you see the level of employees’ grievances or complaint answered by
management?
High □ medium □ Low □
19-Do you think that participation plays a key role in increasing the quality of decisions
in the college?
Yes □ No □
20-How do you see the level of participation that takes place in your organization?
Sufficient □ not sufficient
21- If your answer for question number (20) is ‘Not sufficient” what is / are the reasons?
Lack of attention□ lack of awareness regarding participatory decision making □
Difference in attitude for decision making □
Others____________________________
22-If your answer for question Number (20) is “ sufficient” what is the level of
participatory decision making ?
High □ medium □ Low □
23-With whom do you have high relationship in your day to day activities in your
organization?
Superiors’ □ co- workers □ subordinates □
24- What constraint do you think put participatory decision making not to achieve the
desired objectives?
Cultural difference □ difference in attitude towards participation □
Language

65