The problem of indecision exists everywhere in any type of library, special public or academic. In this modern age of scientific and technological development and excellence, where there is constant uncertainty in almost every institution, decisions cannot be made solely on the basis of personal experience and guesswork. Decisiveness can be characterized as decision-making power, the will to exercise decision-making power with intelligence, tenacity, wisdom, and courage to make a case for a decision by judiciously analyzing a number of possible alternatives after making a choice in structural requirements.
What is decision-making?
“A decision is a choice among two or more alternatives. Decision-making can be defined as an act of choice by the administrators from among two or more possible alternative courses in a given situation”.(Rajasekharan and Nair,p.115)
Manely Jones in his book “Executive Decision,” defines decision making as follows: “Decision is a solution selected after examining several alternatives chosen because the decider foresees that the course of action he selects will do more than the others to further his goals and will be accompanied by the fewest possible objectable consequences.’
In light of the definitions given above, it can be said that the “course of action” of the action plan is selective decision-making. In reality, decisions about how the work will be done are made long before the actual activity begins. Decision-making can be informed by the conclusion of discussions aimed at the implementation of action plans. They want to say that “decision-making” is the determination and adoption of time, schedule, procedures, and ancillary frameworks by the executive authority to carry out some work soon or in the coming days.
In library management, the decision-making process starts by identifying the problem or need, which may come from user feedback or operational assessments. Then, relevant information and data, such as usage statistics and budget constraints, are collected. Different options are evaluated, taking into account factors like cost, benefits, and stakeholder input. After a decision is made, it is implemented through a clear plan with designated responsibilities.
2. Why decision-making is necessary:
Decision-making is absolutely essential for any organization or organization to set the actual “goals” to achieve its desired or expected results. Decision-making is necessary to achieve the highest level of success through effective, efficient, and appropriate decision-making free from conflicts and chaos.
3. Problem Identification:
Problems play an important role in decision-making. How many steps can a librarian formulate from his/her observation and perceptual experience in decision-making? However its steps are formulated, they should be strictly adhered to. First, briefly identify the problem. Once the problem is identified, it needs to be analyzed and defined as how to solve it. It must be remembered that defining and analyzing problems is not an easy task. Planned, every now and then one type of alternative solution may appear, later observation will show that it is only a fragmentary picture. So a healthy and careful analysis of the problems is necessary.
4. Important tools for decision-making:
Goals, systems, intuition, facts, experience, and authority—these are widely accepted tools of decision-making. Depending on the nature of the problem, there may be stepwise differences between these.
a) Goal: How a librarian will be successful in the performance of his work can generally be targeted. However, it should be remembered that problem-solving goals can often lead to multifaceted and conflicting solution paths.
b) Library System: Resource constraints exist in library systems. The same goes for decision-making. However, for the sake of making informed decisions, necessary steps should be taken to adapt to the environment and surroundings.
c) Intuition: The librarian identifies problems based on his sense of understanding of the situation from his long career experience. In this case, the influence of the environment and surroundings, the advice received from the scientists, the observation of the activities and skills of the colleagues in their work area, and their psychological analysis are taken together.
d) Event: Decision-making based on data and other statistics related to the situation in which the decision is being made is more logical and systematic. However, before making a decision based on the information, data, and statistics obtained, the pre-condition that must be fulfilled is that the data must be analyzed, organized, and interpreted in a sound and systematic manner.
e) Experience: The decision-making “experience” tool is very important. In some cases, the librarian’s past experience is instructive for decision-making. Librarians, in particular, have gained experience and background working with people by being involved in service delivery. Therefore, librarians can understand what decisions will benefit the library and society in changing circumstances.
f) Authorities: The person/persons empowered to take decisions are the real authorities. He/she will implement the decision.
5. Possible options:
After identifying and defining the problem, the librarian has the opportunity to identify possible and alternative ways of thinking and solving it. A problem can have a limited or large number of options. Everything depends on the nature of the number. Alternative methods can be discussed with library staff before taking them. Alternatives are not always considered the best, but an alternative can be a good comparison to check if the former is correct. Here comes a question: What is the purpose of decision-making? Whatever one says, the real purpose of decision-making is to adopt and implement the most preferred option by excluding things/tasks that are less desirable. However, the one who will implement the decision must also take into account the risks that may arise.
6. Prerequisites for choosing the best solution:
a) While taking a decision on a particular issue, the librarian should think whether the benefit is more or the risk is more. Remember that risk can never be avoided;
b) how to get the most benefit, everyone should have special attention and this is very important in decision-making;
c) It is also advisable to note that the benefits of the decision may affect outside the organization;
d) Ensure the adequacy and availability of resources before implementing a specific decision.
7. Creating the final solution:
Between the proposed solution and the final solution comes another important step i.e. checking which of the two is acceptable. Before making a final decision, the librarian can check the acceptance barrier by applying the choice decision in various ways. When the proposed solution is considered to be evaluated, i.e. when the proposed solution passes the acceptance test, then it should be accepted as the final solution.
8. Follow-up:
The Liberian’s responsibilities and duties do not end with the adoption of the decision. It is his responsibility to implement the decision work. In fact, whenever the process of implementation of the decision is started, the progress and progress of regular work should be monitored and the librarian can be informed about when the rest will be completed. This observation accelerates the formation of close to fruitful and effective positions.
Decision-making in the library is considered as an important chapter in the management of the library. Decision-making is considered as a fundamental action activity, or pivot, which acts as a focal point for the library to contribute effectively and efficiently in all areas. As planning, organizing, directing, controlling are implemented in management activities, plans, policies and objectives etc. have to be adhered to in order to make decisions a reality. The old idea of decision making where everything revolved around one person has changed with the development of science and technology and human decision making is becoming sharper and sharper due to which now decisions are made only after ensuring joint effort and joint participation. For all these reasons, the librarian is called the defender of democracy and one of the shrines of the practice of democracy in the library.
