Universal Journal of Educational Research Vol. 6(5), pp. 881 - 896
DOI: 10.13189/ujer.2018.060510
Reprint (PDF) (352Kb)

The Reality of Participation in Decision-making: A Field Study on the Supervisory Offices in Riyadh City

Mohammad Y. Kentab ^*
Ph.D. in Educational Administration, Advisor at the Deputyship for Planning & Information, Ministry of Education, Kingdom of Saudi Arabia

ABSTRACT

The study problem is about the reality of participation in decision-making. The problem of the study was identified through the following question: What is the reality of participation of the subordinates in the supervisory offices in Riyadh city in decision-making? The study aimed to identify the levels of participation in decision-making among subordinates in the supervisory offices in Riyadh city, identify the obstacles that prevent participation in decision-making, and learn the sample's suggestions for developing participation in decision-making. A descriptive approach was used for this study. The study population is represented by the supervisory office employees in Riyadh city. The researcher selected a regulated random sample of 150 of the total study population. The data was collected through a questionnaire that included several themes according to the questions and objectives of the study. The questionnaire was subjected to standards of honesty and consistency. The study reached several results, as follows: 1. The level of participation in decision-making is high in the individual decision-making manager, who informs the subordinates to implement the decision and presents the problem to subordinates so that they contribute to finding alternatives; then, he chooses the alternative that he deems appropriate to solve the problem. The manager listens to the views and suggestions of the subordinates before making a final decision. 2. The key obstacles to participation in decision-making are the lack of efficient leadership that limits the participation of subordinates in decision-making, as well as the limited delegation of decision-making power to subordinates, and the non-delegation of powers to subordinates. 3. The most important suggestions of the samples to develop participation in decision-making include the interest in holding training courses for subordinates so that their participation in the decision-making is fruitful, and that the subordinates have a good knowledge of the methods of participation appropriate to the work tasks, and training courses to be held to the seniors on the delegation of powers. In the light of the findings, a set of recommendations has been developed that can contribute to the development of participation in decision-making.

KEYWORDS
Decision-making Participation, Decision, Supervisory Offices, Decision-making Obstacles, Public Education, Leadership

Cite This Paper in IEEE or APA Citation Styles
(a). IEEE Format:
[1] Mohammad Y. Kentab , "The Reality of Participation in Decision-making: A Field Study on the Supervisory Offices in Riyadh City," Universal Journal of Educational Research, Vol. 6, No. 5, pp. 881 - 896, 2018. DOI: 10.13189/ujer.2018.060510.

(b). APA Format:
Mohammad Y. Kentab (2018). The Reality of Participation in Decision-making: A Field Study on the Supervisory Offices in Riyadh City. Universal Journal of Educational Research, 6(5), 881 - 896. DOI: 10.13189/ujer.2018.060510.