Accounting and Finance

Research Proposal on

Practices of Decision Making in Some Public Organization: The

Case of Lemi-Kura, Woreda 13 Administration, Addis Ababa

Tsadik kassahun…………………..…..ID No: UU78210R

BA1R1N1/12

Submitted to: Instructor Abebe M.

Submission date:Nov, 28

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Table Contents
Pag

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Table Contents......................................................................................................................................i
Acronyms....................................................................................................................................................iii
CHAPTER ONE..........................................................................................................................................4
INTRODUCTION.......................................................................................................................................4
1.1 Background of the Study...................................................................................................................4
1.2. Statement of the Problem..................................................................................................................2
1.3 Objectives of the Study....................................................................................................................3
1.4. Research Questions...........................................................................................................................3
1.5. Significance of the Study..................................................................................................................3
1.6. Scope of the study.............................................................................................................................4
1.7. Limitations of the Study....................................................................................................................4
1.8. Organization of the study..................................................................................................................5
CHAPTER TWO.........................................................................................................................................5
LITERATURE REVIEW............................................................................................................................5
2.1. Theoretical review: Definitions, Concepts and theory of Decision-Making.....................................6
2.2. Empirical Literature Review..........................................................................................................12
2.3 Conceptual Framework....................................................................................................................15
RESEARCH METHODOLOGY...............................................................................................................15
3.1. Research Approach.........................................................................................................................15
3.2. Research Design.............................................................................................................................16
3.3. The population target and Sampling Techniques............................................................................16
3.4. Data Collection Instruments............................................................................................................17
3.5. Sources of Data.............................................................................................................................18
3.6. Method of Data Analysis..............................................................................................................19
3.7 Validity............................................................................................................................................20
3.8 Time and Budget breakdown..........................................................................................................20
References....................................................................................................................................................i

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 Acronyms

CSA Central Statistical Agency of Ethiopia

D Description

DM Decision Making

EPRDF Ethiopia people Revolutionary Democratic Front

PFSA Pharmaceuticals Fund Supply Agency

PO Public Organization

SOP Standard Operating Procedures

PSR Public Sector Reform

SPSS Statistical Package for Social Science

TP Total population

UTAMU Uganda technology and management university

Abstract

The purpose of this study will be to assess the practice of decision making in Addis Ababa Lemi-Kura sub
city woreda 13 public organization. The main objective is how this sub-city practices decision making
regarding their duties, exercises, and signs of leaders, team leaders, and employees in their working place
to satisfy the need of their society. The study will use both primary and secondary method, and also how
they would come up with an alternative solution that helps the organization for the future effective
decision makings.

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 CHAPTER ONE

INTRODUCTION

This chapter gives an introduction to the study. It presents the background of the study, problem
statement, basic research questions, research objectives, the scope of the study, the significance
of the study, limitations of the study, Operational Definitions of Key Terms, and organization of
the study.

1.1 Background of the Study

Decision making is a process of choosing from several alternatives to achieve the desired result
(Eisenfuhr, 2011). And also, according to Dumler and Skinner (2007) decision making as a
choice among competing alternatives and the execution of the chosen alternative; all decisions
have a time horizon or scope. Dumler and Skinner Argue that it is a cognitive process that
reasonably leads to the selection of a course of action among several available alternatives.
Rational decision making means making consistent, value-maximizing choices within particular
organizational constraints. Ehrgott (2011) argued that Decision making is the process depends on
the differences; amongst manager's values, attitudes, education, organization, and managerial
level. This difference in DM amongst managers is also made because of the difference in
experience, analytical ability, informing perception and processing of information, the scope of
consultation, degree of freedom of choice, availability of resources, and trust and rapport between
the managers and the managed.

The public organization, defined as an organization that is publicly controlled or funded,

According to the International Institute of Internal Auditors. The public sector consists of
the Government, as well as other public agencies .

Some researchers researched decision making in different diminutions based on their views
and perspectives. In line with this approach to Understanding leadership, decision making in
an organization in North America (Canada, Mexico, and the United States). The study
findings suggest that organizational leaders and managers should allow their skilled
subordinates - individuals and/or groups to participate in the decision making process,

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generally when their involvement will enhance the quality and/or acceptance of the
decision by everybody in the workplace.

In some ways , Ethiopia also the history of decision making is long, rich, and diverse. Moreover,
the government system, customary and religious laws are the earliest and prominent decision-
making practices in Ethiopia to settle disputes. These decision mechanisms are prevalent
throughout the country at the local level and it is the dominant justice system in the country.

Hence, the researcher of this study have observation and knowledge on the practices of
decision making in Lemi-Kura sub-city Woreda 13 administration public organizations are in
poor and inappropriate performance. Therefore, the purpose of this study will be to assess the
practice and challenge of decision making in the study area.

1.2. Statement of the Problem

All organizations are faces different alternative actions to execute organizational missions and,
the choice of alternative action is known as a decision.

Decision making is a major problem for all types of managers in any organization. They are
always facing several problems when they perform their activities at any given time. These
problems require decisions, decisions about what is wrong, and decisions about how it can be
corrected . Wrong decisions and ineffective implementation have negative consequences. If one
makes a mistake in other sectors, the wrong result may be wasting resources. Today’s mistake
cannot be easily seen or noticed today, but only after many years with its devastating outcomes .

Moreover, the study focused on employee participation in the organizational decision-

making process and its effect on their performance: But this study tries to fill the gap in
giving due attention to public organizations and also decision-making practices and
challenges rather than employee participation and its effect on their performance in the
organizations. Therefore, from observation of these studies and other kinds of literature that the
researcher revised, no one can not address what looks like the practice of decision making in
public sectors especially in Addis Ababa city administration. In this situation the researcher of
this study will find out level and context gaps and therefore, the researcher wants to try to fill
these gaps and contribute something by this study to the studded and other related areas by
studding on public organization at the same titles but in other areas, field and context.

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1.3 Objectives of the Study
1.3.1 General Objective of the Study
The general objective of this study is to assess the decision-making practices in some selected
Public organizations in the cases of Addis Ababa Lemi-Kura sub city Woreda 13 Administration.

1.3.2. Specific Objectives of the Study

This study specifically attempts to:
 Identify the processes of decision making in the studies area.
 Analyze the identification of major challenges in decision-making practice in the studies area.
 Identify the attitudes of leaders towards decision making in the studies area.
 Identify the views of followers about the decision-making practices of their leaders in the
studies area.
1.4. Research Questions
 What are the processes of decision making in the Lemi-Kura sub-city Woreda 13
administration selected public sectors?
 How to identify the major challenges in decision-making practices in the studies area?
 What are the attitudes of leaders towards decision making in the studies area?
 What is the seeing of the employees about their leader's decision-making practices in the
studies area?
1.5. Significance of the Study

Generally, the purpose of the study is to assess practices in decision making and it provides
relevant feedback to the organization about decision making a reality to improve their future
practice. The study will have four major importance:

 The findings of this research will help Lemi-Kura sub-city Woreda 13 administration to
scale up good decision practices and it helps to understand the potential decision
challenges that resist the effects of the practiced decision making.
 It also important for Addis Ababa city administrators will be able to consider the
redesigning and restructuring of organizational structure that will support making sound
decision practices.
 It likely contributes to the body of knowledge as empirical evidence for other research to
serve as an input on this topic.

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  it will be highly important for policymakers by bringing an input in developing to
improve the evidence-based decision-making practices in the public sector.
1.6. Scope of the study

The scope of the study will be delimited thematically, geographically, and time-wise.
Thematically, the study will be delimited to only the practice and challenges of decision making
in public organizations. Geographically, the study is delimited in Addis Ababa Lemi-Kura sub-
city Woreda 13 Administration within five selected public organizations. This study also
delaminated on dependent variable public organizations and independent variable practice
decision making with specific indicators; process, attitude, views, and challenges.

Therefore, the study will be conducted on the practice of decision making in Addis Ababa Lemi-
Kura Sub-city Woreda 13 administration within five selected public organizations because of
resource, time, knowledge, and skills are considered factors affected the researcher.

1.7. Limitations of the Study

This study may encounter certain limitations and challenges. The limitations and challenges that
the researcher may face during the study could be the following:-

The first challenge will be the unwillingness of respondents in filling the questionnaires and the
inability to return the questionnaire as per the required time. This leads to difficulty in collecting
all the questionnaires according to the targeted time frame. Also, there will be a lack of
contemporary and update relevant literature on the topic, especially in the study area. There
could be a shortage of books or a lack of updated literature in the area.

1.8. Organization of the study

This proposal writing is consisting of three chapters. The first chapter contains the background
of the study, statement of the problems, research questions, objectives, significance, delimitation,
and definition of operational words of the study. Additionally, the second chapter focuses on a
review of related and empirical literature. Finally, the third chapter consists of methodology
which includes research design, and source of data, sampling technique, and sample size,
methods of data collection, validity and reliability of the data, method of data analysis, and
ethical consideration.

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 CHAPTER TWO

LITERATURE REVIEW

This chapter deals with the general concepts and principles of decision-making practices. The
review raises core issues in Definitions and Concepts of Decision-Making, Types of Decision
Making, The Rational model Decision Making process/ Steps, Decision Making Approaches,
Characteristics of Decision Making, Factors Affecting Decision Making Process in public
Organization, Organizational Politics in Decision Making and Conceptual Framework.

2.1. Theoretical review: Definitions, Concepts and theory of Decision-Making

Dumler and Skinner (2007) define decision making as a choice among competing alternatives
and the implementation of the chosen alternative; all decisions have a time horizon or scope.

Decision making is a cognitive process that rationally leads to the selection of a course of action
among several available alternatives. This means, rational decision making means, making
consistent, value-maximizing choices within specified organizational constraints.

Decision making is a major activity for all types of managers. They require decisions for the
problem that face them continually day-to-day. In the management process, the managers must
make decisions-many decisions, diverse decisions.

Decision making is a process of deciding or selecting a rational choice from the available
options, It can be regarded as an outcome of mental processes (cognitive processes: memory,
thinking, evaluation) leading to the selection of a Course of action among several alternatives. It
is an essential aspect of modern management.

Decision making deals with problems. A problem arises when an actual state of affairs differs
from a desired state of affairs. In any case,s a problem may be an opportunity in disguise . An
effective Decider recognizes both problems and opportunities. Sometimes Deciders make
decisions emotionally. Emotional decisions lead to a lot of confusion, this should be avoided
with great care. The rational judgment is comprehensive; it must take account all available (or
accessible) knowledge, not just that contained in a single study so the decision-making Practices
need critical. And also, Decision-making is a conscious and human process involving both
individual and social phenomena based upon factual and value premises which conclude with a
choice of one behavioral activity from among towards some desired state of affair.

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2.1.1. Types of Decision Making

Decision-Making Decision making has been classified in different ways by different authors,
researchers, and experts. According to Assefa (1995) classified decisions in individual and group
decisions, personal and organizational decisions, programmed and non-programmed decision
intermediary, appellate and creative decisions, rational and non-rational decisions. The present
researcher also believes that almost all the ideas proposed by the authors are similar except in
their scope, width, and ways of expressing the different types of decision-making. As a result,
this section mainly focuses on the types of decision making based on their nature, time, and
purpose. These are Individual versus Group Decisions, Program and None program Decisions,
and Personal and Organizational decisions.

2.1.2. The Rational model Decision-Making process

Administrative decision-making is assumed rational. By this, we mean that public administrators

make decisions under certainty. They know their alternative; they know their outcomes; they
know their decision criteria; and they can make the optimum choice and then implement it . A
rational decision-making model describes a series of the steps that decision-makers should
consider if their goal is to maximize the quality of their outcomes and systematically selecting
among possible choices that are based on reason and facts and in such case we want not only to
identify as many of these alternatives as possible but to choose the one that best fits with our
goals, objectives, desires, values. According to the rational model, the decision-making process
can be broken down into six steps. Decision-making process typically has five steps: that are
summarized as follow:

A. Identify the problem or opportunity

The organization exists to achieve certain goals, such as public goods and services. Within public
organizations, each department or sub-unit has goals, such as enhance service delivery, reducing
corruption, and developing new approaches to service delivery. Establishing these goals becomes
the bases for identifying problem areas, deciding on courses of action, and evaluating the
decision outcomes. The decision is said to be effective if it helps an organization's administrator
to achieve a specific objective or set of goals for those organizations . Failure to achieve the
desired goal becomes a problem, and the organizational administrator is ultimately responsible

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for solving it. The process of identifying problems requires surveillance of the internal and
external environment for issues that merit attention.

B. Develop alternatives

When considering how to solve a problem, people generally increase the chance of making a
sound decision. How the manager does come up with a variety of possible actions. Developing
alternative actions is a creative process. That does not mean, however, that anything mysterious
or magical is involved. One way of getting new ideas is to pick the brain of other people. Ideas
gathered from people of different backgrounds often help the manager develop different
viewpoints. After developing many alternatives, the best must be selected. To do this, an
alternative must be evaluated based on the result expected. It is recommended to list objectives
desired results under two headings: must and wants the best alternative is the one that meets the
most objective and all or most of the want objectives. The selection of the best alternative
requires careful analysis. Managers need to be thorough and make certain that there are no
unexpected, undesirable outcomes from the selected alternatives .

C. Evaluating alternatives

The third step in the decision-making process is evaluating each of the alternatives generated in
step2. In evaluating an alternative, organizational administrators must ask the following three
questions (1) is the alternative feasible, (2) Is it a satisfactory alternative, and (3)What impact
will it have on people. The first question whether the alternative is feasible simply means: can it
be done; for example, if one alternative requires a generally off of school faculty but the school
district has collective bargaining agreement that prohibits such layoffs, that alternative is not
feasible. Similarly, if an organization has limited capital, an alternative that requires large capital
outlays are not feasible, unless funds can be borrowed to meet the capital outlay requirements.
The second question concerns the extent to which the alternative is satisfactory that is the extent
to which it addresses the problem. Alternatively, it may drop the alternative from consideration
entirely. The third question addresses the impact of alternatives on organizational managers. The
alternative that is chosen must be acceptable to those who with the Consequences of the decision.
Failure to meet this condition is the single most likely reason for the failure of the decision-
making Process to solve problems. For these reasons, questions of acceptability of proposed
alternatives should be of great concern to the principal.

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 D. Choosing an alternative

Once the administrator has evaluated all of the alternatives, he attempts to choose the best
alternative. The evaluation phase will have eliminated some of the alternatives, but in most
cases, two or more will remain. How does a school administrator decide which alternative is the
best; One approach is to select the alternative that is feasible, satisfactory, and acceptable to the
work group. Because most situations do not lend themselves to sophisticated mathematical
analysis, the school administrator uses this available information in combination with judgment
and intuition to make the decision. The basis of judgment and should be how close the outcomes
or consequences of the alternatives come to achieving the desired goals of the school. For
example, if the original goals were to decrease the dropout rate as much as possible, regardless of
costs, the school administrator might choose an alternative that will decrease the dropout rate
significantly but that carries a high cost, rather than an alternative that would reduce dropouts
only moderately at a minimal cost. However, if the original goal was to reduce the dropout rate
by a moderate amount and if that goal is more desirable now, the second alternative might be a
better choice. Finally, the school administrator may be able to choose several alternatives
simultaneously.

E. Implementing the decision

After choosing an alternative, the school administrator faces the challenge of implementing the
decision. A sound decision can fail if implemented poorly. It is useful, therefore, to consider
some suggestions for successful implementation School administrators need to make sure that
the alternative is clearly understood. This is accomplished by communicating the decision to all
involved staff. Effective communication is necessary for effectively implementing decisions,
school administrators need to encourage acceptance of the alternative as a necessary course of
action. Committees can help a school administrator achieve commitment.

F. Evaluating decision effectiveness

The final step in the decision making-process is evaluating the effectiveness of the decision.
When an implemented decision does not produce the desired results, there are probably many
causes: incorrect definition of the problem, poor evaluation of alternatives, and/or improper
implementation. Among these possible causes, the most common and serious error is an
inadequate definition of the problem.

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When the problem is incorrectly defined, the alternative that is selected and implemented will
not produce the desired result. Evaluation is important because decision-making is a continuous,
never-ending process. Decision-making does not end when a school administrator votes yes or
no. The evaluation provides school administrators with information that can precipitate a new
decision cycle. The decision alternatives and selection of a new alternative. Some experts
suggest that many large problems are solved by attempting several alternatives in sequence, each
providing a modest improvement .

2.1.3. Decision Making Approaches

There are different approaches to decision making in an organization. Different authors classify
decision making approaches in different ways. For example, Mekuria (2009) categorizes
decision making approaches in to two as: “the authoritarian method in which the executive figure
makes a decision for the group and the group method in which the group decides.” He further
explains them as authoritarian decisions, expert decisions, consultative decisions, and decisions
by the minority, group decision, decision by majority, decision through consensus, and
participatory decision. In different from this, Ayalew (2010) identifies four different decision
making approaches directive approach, consultative approach, participative approach, and
delegate approach.

2.1.4. Characteristics of Decision Making

Some of the characteristics of decision-making are the need for decision making arises only
when more than one alternative exists for doing the work, it is a rational and purposeful activity
designed to attain well-defined objectives, decisions relate means to ends. To identify the best
alternative, it is necessary to evaluate all available alternatives. As decision making is a way
purposeful, there may just be a decision not to decide. Decision-making is an intellectual or
rational process. As a mental exercise, it involves considerable deliberation and thoughtful
consideration of various factors influencing the choice. It is the end process preceded by
reasoning and judgment. Decision making needs a certain commitment.

A decision results in the commitment of resources and the reputation of the organization. This
commitment may be for short term or long term depending upon the type of a decision, decision
making involves a time dimension. Decision making is always related to the situation or the
environment.

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 2.1.5. Factors Affecting Decision Making Process in public Organization

Simone (1965) considers decision making as a synonym for management and believes that
organizational activity and behavior is a complicated network of decision-making processes
decision making acts as the key for understanding the complications of organizational and
management’s performance. Simone believes that management has to provide such
organizational conditions that people reach a logical decision as much as possible and the criteria
for judging about its logic consistency with the organization’s goal.

A. Quality of Decision Making

The quality of decision-making is considered a dependent variant. Decision-making is a broad

concept and has a direct and indirect effect on all organizational matters. This feature has made it
is a very interesting subject for experts, But we should clarity how a decision is measured and
what is considered a better decision. Quality of decision means the degree and level of success in
reaching a goal and better decision is the decision that in the opinion of the person who decides
will lead the system (a group or the organization) faster and better toward its goal. Decision-
making is defined as a combination of science, thought, sense, and imagination in a way the
result in the complex can be implemented. In other words, decision-making is an action that
cannot be shown or defined by any kind of formula or relation, but one of the recognized features
of decision making in management the fact that certainty and trust are present and evident in it.
Thus, we can suggest that decision-making is the process of choosing the most ideal or the most
logical way of solving a problem or reaching a goal.

B. True and Timely information

The people who make a decision often are in lack of required information and statistics for
making decisions and because the value and importance of decisions for them are the same as
gathered information, it can be easily understood that how much the lack of true and correct
information can cause a problem in the decision-making process. The most important problem in
this is the lack of a central and creditable database that can help people in making a decision.
Available Information is usually incomplete and out of date 28 and you can trust their
creditability. A large number of authorities and organizational positions in most governmental
organizations is another problem in way of delivering information to people.

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 C. Personal Ideas and knowledge

Sometimes managers make their decision in their minds without paying attention to phases of
decision making and conforming and justifying their opinion, they try to find information that
confirms their decision and will ignore other facts and truths that are in contradiction with their
opinion. Extensive focus on personal experience and ignoring other people’s opinions is another
aspect of personal influence on decision-making. However, personal experience of people who
are going to make decisions can be useful as one of the information sources in making decisions;
but whenever these experiences are used as the only guide and basis for making a decision, it
cannot guarantee a successful outcome.

D. Environmental Factors

Decision-making problems are related to ruling conditions and situations of society and the
impact of environments surrounding the system on the decision-making process can be very
effective. This environment includes effective factors such as cultural, social, economic,
regional, technological, and political factors, so it can be assumed that the meaning of effective
environmental factors is forces and factors that have close relationships with the organization’s
activities and operations and have some effects on the decision making the process of the
organization’s managers.

2.2. Empirical Literature Review

2.2.1. Empirical Studies

There are different empirical studies conducted in decision making some of the studies as
follows:

a study by Nichodemus (2015) an approach to understanding leadership decision making in

organization in North America (Canada, Mexico, and United States) .The study findings suggest
that organizational leaders and managers should allow their skilled subordinates – individuals
and/or groups to participate in the decision making process mostly when their involvement will
enhance the quality and/or acceptance of the decision by everybody a the workplace.Howeverthe
study focused on only leadership decision making in organization and utilized qualitative

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approach. So this study is giving due attention to decision making practices and challenges in
public organization rather than any organization and also this study utilized both quantitative and
qualitative approaches. In addition a study by Hussien(2012) on the main factors beyond
decision Making. This paper argues that the time has come to focus attention on the search for
factors that affect decision making because decision making errors are costly and are growing
more costly, decision makers are receptive, and academic insights are sure to follow from
research on the improvement. In addition to calling for research on improvement strategies, this
paper aims to conclude the main factors that affect decision making, and how these factors have a
great impact and influence on decision makers. However the study focused on only the main
factors that affect decision making. But this study will be focused on decision making
practices and assessing their challenges also in public organizations only. Florence (2011)
studied on the relationship between participation in decision making and job satisfaction among
academic staff in the school of Business, University of Nairobi. The findings of this study
indicate that apositive, strong correlation between participation in decision-making and job
satisfaction in relation to general working conditions. However, the study focused on the
relationship between participation in decision making and job satisfaction. So this study tries to
fill the gap in giving due attention decision making practices and challenges in public
organizations. According to Rana, ArfanandMajid (2012) study on the impact of employee
decision Making Styles on organizational performance: in the moderating role of emotional
Intelligence.The findings of the study determine that employee’s different decision making
styles influence organizational performance differently. Major findings include that rational
and dependent decision making styles have high positive impact on organizational performance
while avoidant decision making styles has negative impact on organizational performance..
However the study focused on the impact of employee decision Making Styles on
organizational performance revealed that in public and private banks which did not represent the
civil service sectors. So this study will be focused on decision making practices and challenges in
public organizations. Furthermore, empirical study conducted by MahmoodNooraie (2012)on
factors influencing strategic decision-making processes. The finding of the study shows that
factors affecting decision-making process are classified into four characteristics:-decision-
specific characteristics, internal organizational characteristics, external environmental
characteristics and management team's characteristics. Internal organizational Characteristics

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which expressed, with organizational structure and power, environmental dynamism refers
to the rate of change, absence of the pattern and unpredictability of the environment.
However, the study focused on only factors influencing strategic decision making process. So, in
this study tries to fill the gap in giving due attention to decision making in public organizations.

2.2.2. Local Studies

The studies conducted on practices and challenges of decision making in the context of Ethiopian

as follows:

For instance a study by Desalegn(2014) on the practices of teachers’ involvement in decision-

making in government secondary schools of jimma town.The study revealed that teachers’
involvement in all areas of school decision-making of secondary schools in general was
unsatisfactory; and they participated mostly in issues related to student discipline problems and
least in the school building. School leaders /Principals’ and PTA practices/ in encouraging
teachers’ involvement in school decision-making was found to be ineffective. Absence of
participatory and democratic school leadership, lack of trust between teachers and principals, lack
of training and support, and absence of financial incentives were some of the factors that were
found to have impeded teachers’ involvement in school decision-making It was thus
concluded that teachers role in school decision-making not have been given due emphases in this
study, This is likely to affect the overall activities of school in general and teaching learning
process in particular.However, the study more focused on teachers’ involvement in decision
making in government secondary schools. As a result, this study tries to fill the gap in giving due
attention to decision making practices and challenges in public sectors. The other study by
Asmamaw(2019) on employee participation in organizational decision making process and its
effect on their performance: The case of Ethiopian construction works corporation. The finding
implied that management didn’t actively encourage employee to give their opinion and
feedback, before they decide organizational activities. Regarding the organizational culture
and environment, the study had found that, there were lack of organizational commitment
and strategies to participate employee in the several decision making process, there were also
lacking of clear rules and regulation how to participate in the organizational different types
of activities. Based on the findings the study recommends that, management should encourage
employee using different managerial techniques, management should increase employee on major

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issues of management decision making. However, the study revealed that employee participation
in organizational decision making process and its effect on their performance: The case of an
Ethiopian construction works corporation. So this study tries to fill the gap in giving due attention
to public organizations and also decision making practices and challenges rather than employee
participation and its effect on their performance in the organizations.Furthermore,a study by
Teshome(2019) on practices and challenges of decision making in government secondary school
in Oromia regional state, West Zhoa zone, Addis Ababa University.The study show that
more of the school principals were not assigned professionally, based on the findings and
conclusions, recommendations the woreda education office should have to assign the right person
at the right position, and were made capacity building and empowering of principals to do
their work effectively on instructional leadership, in turn, encouraging participatory approach
of leadership. However the finding of study more focused on school principals, but in this study
will be focused on decision making practices and challenges in public sectors.

2.3 Conceptual Framework

In the study a dependent variable is Public organizations and, the independent variable of the
study is of the practice of decision making with specific indicators; practices, process/steps,
challenges, and attitudes of leadership and employees on the practice of decision making. The
conceptual framework of this study shows that the relationship of the variables..

CHAPTER THREE

RESEARCH METHODOLOGY

This chapter presents the procedures that will be used to conduct this research. It will give a clear
understanding of how the research will be carried out and organized to obtain the required
information. It will focus on site selection and description of the study area, operational definition
of the variables, research approach, research design, sampling size, and sampling techniques such
as population, sampling frame, sampling unit, and sample size, source of data, data gathering
instruments’ such as questionnaires, validity and reliability checking, data processing and
analysis, and ethical consideration

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3.1. Research Approach

This study will be conducted to assess the practice of decision making on some selected public
organizations in cases of Addis Ababa Lemi-Kura sub-city Woreda 13 Administration. For this
study, the researcher will use both quantitative and qualitative data collection approaches.
Qualitative research explores attitudes, behavior, and experiences through such methods as
interviews or focus groups. It assists to get an in-depth opinion from participants. Quantitative
research helps to generate broad-based information.. So, the researcher will use a mixed
approach or both qualitative and quantitative data collection instruments to gather the intended
data and information from respondents.

3.2. Research Design

According to Kothari (2004), the research design is the arrangement of conditions for collection
and analysis of data in a manner that aims to combine relevance to the research purpose with
economy in procedure. It can also be the conceptual structure within which research is
conducted; it constitutes the blueprint for the collection, measurement, and analysis of data.
Therefore, the research design for this study is Concurrent Embedded Design.

3.3. The population target and Sampling Techniques

According to records held in the Woreda, the population and target population will be selected
employees of five public sectors organizations.

3.3.1. Sampling the Target Organization

The target organization will be selected purposively to look into practices of decision making in
public sectors. There are 31 public organizations in the study area. From this, five of them;
namely the Education office, Public and Human Resource Development office, Finance and
Economy Development office, Health office, and Vital Events agency will be selected
purposively from the Lemi-Kura sub-city, Woreda 13 Administration. The reason to select this
organization is there are many numbers of customers in these organizations of the administration
area.

3.3.2. Sampling for quantitative data

A questionnaire (close-ended) will be used for quantitative data. Because the population is small
in number, all will be considered for a better generation of information. To determines this

xvii
qualitative sample; it is important to use the formula of stratum to determine the quantitative
data.

3.3.3. Sampling for qualitative data

Purposive sampling technique will be used to select key public organization leaders at woreda 13
administrations; Woreda cabinets,Woreda team leaders. The key informants will be selected
purposely for the qualitative data source. This is due to that key informants may have better
experience and knowledge about the practices of decision making in the study area. Purposive
sample method will be employed of Concurrent Embedded Design of it. The purposive sample
method is appropriate considered as significant for the particular study when the study places
special emphasis upon the use of the best available knowledge concerning the sample subjects.

3.3.4. Sampling Unit

The employees of five selected public organizations, Woreda administrative leaders/cabinets,

team leaders, and employees of woreda administrations will be the units of this study.

3.3.5. Sampling Frame

The sampling frame is the listing of all units in the population from which the sample will be
selected. The sampling frame of this study will be Woreda 13 Administration 5 public
organization Experts, Woredas cabinets, and Case team leaders in Lemi-Kura sub-city Woreda 13
Administration which will be selected from the study area.

3.4. Data Collection Instruments

This study will use various techniques of data collection like questionnaires, interviews, FGD,
and documents (official documents, minutes) to be reviewed and analysis will be employed
together both primary and secondary data.

xviii
3.4.1. Questionnaire

This study will utilize a questionnaire as a data-gathering tool. Since the questionnaire is widely
used in educational research to obtain information about certain conditions and practices and
inquire into the opinions and attitudes of individuals or groups. After the review of the related
literature, a questionnaire will be prepared for cabinets, team leaders, and employees. From the
basic research questions and the review of related literature, a closed-ended questionnaire will be
prepared and administered for respondents. And also, it will be prepared by both Amharic and
English language properly based on the nature and ability of respondents.

The questionnaires have two parts: The first part of the questionnaire describes the respondent's
background information includes sex, academic qualification, ages, and experience. The second
and largest part incorporates the whole possible effect of independent variables using closed-
ended question items. The close-ended items will be prepared by using Like-rt scales. The value
of the scales will between one and five (1 = Strongly Disagree, 2 = Disagree, 3 = Neutral, 4 =
Agree and 5 = Strongly Agree).

3.4.2. Interviews

Personal interview method will help the researchers to ask questions generally in the face to face
contact with the persons. The Semi-Structured interview will be the second data-gathering tool
for this study. Accordingly, Interview will be chosen for a face to face contact and it permits to
raise different questions for more additional information. Semi-structured interviews will be used
because, it is,-the best instrument to collect useful information from the respondents mainly on
issues of the practice of decision making in public organizations. The researcher will have
interviews with; chief executive, head of the human resource and public service office, and head
of an education office selected. Data will be collected using the audio recorder and the researcher
will jot down the main points in a notebook.

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3.4.3. Focus group discussion

Focus group discussion (FGD) will be designed to get information on the practices of decision
making from cabinets and team leaders. This tool (FGD) will be used to investigate the
involvement of cabinets and team leaders and the extent to which the decision-making practices
were employed in those organizations. The data will be recorded in the Amharic language and
later translated into the English language by the researcher.

3.5. Sources of Data

The researcher will gather data from both primary and secondary sources to assess the Practice of
decision making in the target public organization in the sub-city.

3.5.1. Primary sources

Primaries data are those which are collected a fresh and for the first time and thus happen to be
original. The primary data will be collected using the following three instruments. Primary data
will be collected from respondents such as respondents from in the sampled organizations or
sectors in this case; the tools for gathering primary data will be a questionnaire, interviews, and
Focus Group Discussion.

3.5.2. Secondary sources

Secondary data, are those which have already been collected by someone else and which have
already been passed through the statistical process. As a result, secondary data will also be
gathered from different available sources. Data about the study area, performance reports,
minutes of meetings, and annual planes of selected public organizations.

3.6. Method of Data Analysis

The data collected using the above techniques were analyzed using both quantitative and
qualitative methods.

3.6.1. Quantitative Data Analysis

Numeric data collected through questionnaires in this research will first be edited, coded, entered
into SPSS, and analyzed. In other words, data will be processed first and made ready for analysis.
Based on this, editing will be done while data is collected through regular management and
follow-up to identify omissions, unanswered questions, or jumped items in questionnaires.

xx
After data is edited, data coding will be done (numeric values will be assigned to edited data)
even though the researcher will perform in advance while developing questionnaires. After
coding is accomplished, coded data will be entered to analyses quantitatively using the SPSS tool
in two different ways i.e., descriptive statistics will be used to enable the researcher to describe
and examine the relationship between variables. Descriptive analysis refers to statistically
describing, aggregating, and presenting the constructs of interest or associations between these
constructs.

3.6.2. Qualitative Data Analysis

To analyze the qualitative data, first of all, the voice data were translated into textual data. The
coding was done for confidentiality and manageability cases. Following the transcribed data
were further re-categorized under each objective based on their similarity. In this process, the
three coding methods were applied: open coding, axial coding, and selective coding. Finally, the
categorized data were analyzed with the help of content analysis and presented in narrative form.
To further develop and improve the information collected from the interview and Focus Group
discussion, the qualitative data were independently analyzed and triangulated with the
quantitative data.

3.7 Validity

To ensure the validity of the instruments, initially, the instrument will be prepared by researchers
under the close guidance of the advisor and other expertise which will have a close relationship
with the subject under study and will provide their input for the validity of the instruments.
Similarly, the Amharic version of the questionnaires will be checked and corrected by the
Amharic subject specialist. In addition to this, to pre-test the instrument, the pilot test will be
carried out.The internal consistency or reliability estimate will be calculated using Cronbach's
coefficient of Alpha for the questionnaire. Reliability is usually expressed as a correlation
coefficient, which is a statistical analysis that tells us something about the relationship between
two sets of variables.

xxi
 3.8. Time and Budget breakdown

3.8.1. Time schedule

No May June July August September October

1 Choose the research topic ×

2 Reviewing literature ×

3 Proposal writing ×

4 Instrument construction ×

5 Data collection × ×

6 Data organization ×

7 Data analysis ×

8 Report writing ×

9 Paper report-first ×

10 Final submission report and presentation ×

3.8.2. Budget breakdown

No Items Unit Quantity Unit cost in ETB Total cost in ETB

1 Duplicated paper - 6 250. 00 1500.00
2 Line paper - 4 250.00 1000.00
3 Square paper - 2 250.00 500.00
4 Printing Number 1000 1.50 1500.00
5 Binding Number 10 20.00 200.00
6 Flash memory (32GB) Number 2 350.00 700.00
7 Photo Copy Number 1000 1.00 1000.00
8 Transportation cost Trip - 1000. 00 1000.00
9 Mobile card Number 25 100.00 2500.00
10 Contingency 5% 1500.00
Total cost 1,972.50 11,400

xxii
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