Herbert A. Simon made a significant contribution to administrative thought by explaining decision-making as the central activity of administration. He rejected the traditional idea that administrators are completely rational decision-makers who always select the best alternative. According to Simon, decision-making is closely connected with human behaviour, limited rationality, and the choices made under conditions of incomplete information. Simon viewed choice as the essence of decision-making. In an administrative organisation, individuals constantly face situations in which they have to choose one course of action from several alternatives. The decision process involves identifying a problem, determining possible alternatives, examining their consequences and selecting an appropriate alternative. Thus, administration can be understood largely as a process of making choices. The classical approach assumed that an administrator possesses complete information, knows all possible alternatives, understands their consequences and can objectively calculate which alternative will maximise organisational objectives. Simon criticised this assumption as unrealistic. Human beings have bounded