Herbert A. Simon made a significant contribution to the study of administrative decision-making by shifting attention from formal principles of administration to the actual behaviour of individuals within organisations. According to Simon, administration is fundamentally a process of decision-making. He argued that the effectiveness of an organisation depends largely on how decisions are made, what information is available, and how individuals behave while making choices. His ideas on ‘choice’ and ‘behaviour’ challenged the traditional approach that assumed complete rationality among administrators. Simon viewed decision-making as a process of choosing one course of action from several alternatives. Every administrative activity involves decisions, whether they relate to planning, organising, staffing, or controlling. For Simon, the central problem was not merely identifying organisational goals but understanding how individuals select alternatives under real-world conditions. Decision-making therefore involves identifying alternatives, assessing their consequences and selecting an appropriate course of action. Traditional administrative theory often assumed the concept of an ‘economic man’ who possesses complete information, considers