Decision-Making Practices of School Heads in The Three Cities of Batangas: Basis for Strengthening Management Capabilities

Abstract

INTRODUCTION

With the shift of authority emphasized in RA 9155, the school head becomes directly responsible and accountable for the performance of teachers and pupils. The study focused on the decision-making practices of school heads in the three cities of Batangas as basis for strengthening management capabilities. The study identifies the school heads’ conceptual, technical, communications, and human relation skills; the decision-making practices of school heads in terms of planning, logistics, staffing and community-school relationship; and the extent of how the school heads utilized sound decision-making for instructional leadership.

METHODS

The descriptive method of research was used for this study. Data gathering instruments include the questionnaire, interview, and focus group discussion. There were one hundred thirty (130) school heads and three hundred fifty-five (355) teachers who were respondents of the study. This study applied weighted mean, ranking, Pearson (r) moment correlation, t-test, frequency, percentage and ranking.

RESULTS

From the data, respondents described that the school heads possessed conceptual, technical, communication and human relation skills. The school heads also performed their decision-making practices on planning, logistics, staffing and community-school relationship. The school heads also utilized sound decision-making for instructional leadership. The conceptual skills of school heads significantly relate to their decision-making practices on planning and staffing. Technical skills showed significant relationship to logistics, staffing, and community-school relationship. Communications skills relate to planning, staffing and community-school relationship. Human-relation skill showed significant relationship to logistics and community-school relationship. The common problems encountered by the school heads were: time constraint, cost, processing information and reluctance of members in the deciding committee. The proposed module was focused addressing the weakness of the decision-making practices on time management, team building, participatory decision-making, and data-based management.

DISCUSSIONS

The results showed that two groups of respondents described school heads possessed conceptual, technical, communication and human relation skills. School heads and teachers differed in their assessments in all three aspects; management skills, decision-making practices and on sound decision-making. They encountered problems like limited time, lack of information regarding a problem and being reluctant to express negative on contrary opinions.