Decision Process and Strategy Formation in HEIs
Higher Education Institutions
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For many different reasons, decisions are necessarily made in organizations. It is through them that the organizational system is structured and that the process of strategy formation becomes possible. Decisions have an impact, guide actions, produce results and transform organizational life and, consequently, people's lives. Complexity exists in every act of deciding, the reflexes of every decision imply the consequences of a future, which is only predictable. Information is the source that guides the decision-making process, but what is to come can be uncertain. The organizational environmen...
For many different reasons, decisions are necessarily made in organizations. It is through them that the organizational system is structured and that the process of strategy formation becomes possible. Decisions have an impact, guide actions, produce results and transform organizational life and, consequently, people's lives. Complexity exists in every act of deciding, the reflexes of every decision imply the consequences of a future, which is only predictable. Information is the source that guides the decision-making process, but what is to come can be uncertain. The organizational environment is surrounded by countless uncertainties and the world of decisions is made up of multiple interests. The subject of decision-making and strategy formation is ripe for study and debate on the factors that act and interfere in the management process of Higher Education Institutions. In these organizations, the most diverse interests are involved in the flow of decisions, including politicalinterests, alliances between professional groups, common, collegial and individual interests, all forming a network of action that interferes with and affects the dynamics of the decision-making process.
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