ABSTRACT
This chapter examines several tools, concepts, or strategies that can be useful to managers in terms of effective decision-making. The field of decision-making in public administration and public affairs frequently defies clear-cut definition and categorization, yet it has particular bearing for public administrators today and in the future. In addition to different decision types—structured versus unstructured—the context of decision-making in public organizations also involves alternative decision styles as well as approaches. Different from the previous approach, the democratic style emphasizes decision-making in which all parties to the situation seek to come up with a mutually agreed-upon outcome. Attempting to select several tools, concepts, or frameworks that are current and useful for decision-making in public administration is difficult at best. The Social Security Administration conducted a survey of Knowledge management (KM) awareness as well as an audit that included a set of recommendations for improving KM in the organization.
