Abstract
A common problem these days in various organizations shows itself in excessive time spent dealing with short-term crises, namely ‘putting out fires’. This problem usually results from a lack of long-range planning, and, typically, the absence of a strategic plan. Individual employees and the organization as a whole live from day to day, never knowing what to expect. This may result in a loss of organizational productivity and effectiveness. The objective of this paper is to establish the level at which managers utilise the quantitative and qualitative techniques as decision-making tools in organisations. In other words, the paper is aimed at establishing the level of the use of qualitative and quantitative method of data analysis in problem solving and decision-making, as well as analysing both techniques when used separately or jointly. Several literatures were consulted, which revealed that some decision-making were done either by qualitative or quantitative technique or by both. Most organizations today encounter problems due to paucity in the use of these techniques during planning. Therefore, top management of various organizations should equip themselves with the knowledge of both quantitative and qualitative techniques, in order to make well informed decisions for the development and growth of their organizations. The study proposed that a combination of both approaches is necessary owing to the wide range of data needed for organisational effectiveness. Contemporary and future-fit managers must possess the academic and experiential knowledge necessary to understand the methods and technologies that they manage. Key words: Decision making, quantitative, qualitative, organisation.
Highlights
IntroductionAdministration has been acknowledged by practitioners and scientists as both an art and a science
AND BACKGROUND OF THE STUDYDuring its evolution, administration has been acknowledged by practitioners and scientists as both an art and a science
The objective of this paper is to establish the level at which managers utilise the quantitative and qualitative techniques as decision-making tools in organisations
Summary
Administration has been acknowledged by practitioners and scientists as both an art and a science. It is considered that administration is informed by sensibilities, perceptions and intuitions. The administrator as a scientist collects and analyses information, assesses relationships, infers causality, generates and tests hypotheses (Nisbett and Ross, 1980:1). Good administrators are probably both artists and scientists, who are able to integrate the two ways of thinking in the analysis of data (Birnbaum, 1988:7). Theory building in behavioural science (qualitative studies) integrated concepts and propositions from sociology, psychology, political science and economics, by providing an interdisciplinary framework that would later influence the behaviour of members of organizations (Gibson et al, 1991:10; Robbin and Jugde, 2009)
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