The objectives of the study were: (1) To know the nature of the decisions taken by the principals of cooperative management institutions and cooperative training centres and to make the comparative study of them. (2) To compare the types of decisions taken by the principals of cooperative management institutions and cooperative training centres on the basis of creativity, intellectual ability, reporting ability, rewarding ability, non-interfering ability and morality. (3) To compare the types of decisions of the principals of cooperative management institutions and cooperative training centres on the basis of academic background and administrative background. (4) To compare the types of decisions of the principals of cooperative management institutions and cooperative training centers on the basis of administrative experience. (5) To compare the types of decisions of the principals of cooperative management institutions and cooperative training centers on the basis of educational ability (graduation and post graduation). (6) To study the basis of taking decisions. (7) To prepare a list of problems faced by the principals. (8) To study the opinion of the principals towards the rights given to them for conducting the institutions and their expectations.
Nineteen cooperative institutions and ninety-five cooperative management institutions were included in the sample.
The investigator developed questionnaire for collection of data.
The study was survey type.
Percentage was used to analyze the data.
The findings of the study were: (1) Most of the Principals solved the problems on the basis of individual efforts or by calling meeting of staff members on the following problems (a) adjustment of creative and hardworking staff members, (b) the replacement of teachers who are disinterested in teaching, (c) regarding acceptance of orders of transfer of able lecturers, (d) mutual disputes of the teachers, (e) problem regarding regularity and punctuality of the teachers, (f) cheating of trainees, (g) misbehavior of trainees with teachers, (h) discussions on insufficient budget and other resources, (i) improvement in contents, (j) regarding absentees, and (k) salary related problems etc. (2) Regarding nature of the decisions, results obtained were: (a) regarding deficiency of subject of lecturers, most of the principals were in favor of teaching the subject by other eligible lecturer, (b) regarding low intelligent students, most of the principals take decision that the teachers should pay extra attention to them in classroom teaching, (c) most of the principals take decision to take help of other cooperative or social institutions in case of deficiency of teaching material, (d) if the trainees were unable to join the organized training program due to any problem, most of the principals extend the date of the program for that category, (e) principals of cooperative management institutions take more creative decisions as compared to cooperative training centres while they take less reporting decisions comparatively. There is no specific difference in taking the decisions in both the types of institutions, (f) principals having administrative background take more creative and intelligent decisions as compared to the principals having academic background but comparatively they have less tendency of rewarding decisions, (g) experienced Principals take more creative decisions but they take less rewarding decisions, and (h) postgraduate principals have more tendency to take creative decisions than graduate principals. (3) Most of the principals take decisions on the basis of the instructions given by their superiors, by keeping in mind the welfare of institution and person, and on democratic basis, keeping in mind the rights under their jurisdiction. (4) Generally all the principals have the problems regarding cheating, pending works, delayed salary and insufficient funds. (5) Most of the principals were satisfied with their rights.
Keyword(s): Decision Process , Management , Training Centres