Abstract

This article aims to explore the relationships between the flexibility of the decision-making process in a higher education institution and the quality of the designed and implemented decision. To accomplish this purpose, a sample of 24 intermediate managers who have taken decisions at their level of Faculty or School was analyzed. The results show that the opening of the team decisions and the reconsideration of the initial positions are highly significant for the design of the decisions; In turn, the design of decisions has a high impact on the implementation of decisions.