Module 4 drop box -
Chapter 9: Decision Making in Schools (Hoy & Miskel)
Decision Theory
Basic Assumptions of the Satisficing Administrative Model
Identify the problem
Establish goals and objectives
Generate all possible alternatives
Consider the consequences of each alternative
evaluate alternatives in terms of goals and objectives
select the best alternative
implement and evaluate the alternative
Assumption 1
• Administrative decision making is a dynamic process that solves some organizational problems and creates others
Assumption 2
• Complete rationality in decision making is impossible; therefore, administrators seek to satisfice because they have neither the ability not the cognitive capacity to optimize the decision-making process
Assumption 3
• Decision making is a general pattern of action found in the rational administration of all major tasks and functional areas in organizations
Assumption 4
• Values are an integral part of decision making.
Decision Making Traps
Anchoring
Comfort
Overconfidence
Recognition
Representative
Sunk-Cost
Framing
Prudence
Memory
If uncertain, fractionalize decisions
Stagger your decisions
If uncertain, procrastinate
Be tentative; proceed with caution
Use focused trial and error
MIXED SCANNING MODEL
What is the organization's mission and policy? What decisions will move the organization toward its mission and policy?
Contingency Model
Garbage Can Model: (does not begin with a problem and end with a solution)
Important?
Sufficient Time?
Sufficient Information?
Yes/No
Yes/No
Yes/No Yes/No
Yes/No
Yes/No Yes/No
• occasions when choices are expected to be made: hiring/fire, money spent, resources allocated...
• personnel are fluid
• problems and solutions can change
• can exist independently of problems
• attractiveness of an idea can lead to a search for a problem to justify the idea
• problems may not lead to solutions
• problems may not be solved when a solution is implemented
Problems Solutions
Choice opportunities
Participants
Are the risks serious if I don't change? If no, change is unlikely
Are the risks serious if I do change? If no, first popoular option likely to be accepted
Is it realistic to hope to find a better solution? if no, avoidance of making a decision
Is there sufficient time to search and deliberate? If no, possibility of seizing on first opportunity contrived solution taht offers relief.
Vigilance (requires risk taking, determiniation, and engaging in reflection and contigency planning)
Chapter 10: Shared Decision Making: Empowering Others (Hoy & Miskel)
Vroom Model of Shared Decision Making
•Quality Rule: use a unilateral approach to decision making only if...
•quality requirement is low and matter unimprotant to subbordinates
•quality requirement is low, the decision is important, and will be readily accepted by subbordinates
•Leader Information Rule: don't make a unilateral decision if...
•quality of decision is important and you don't possess sufficient information/expertise to solve the problem alone
•Trust Rule: make unilateral decsions when...
•quality of the decision is important and can't rust subbordinates to decide on the basis of organizational goals
•Problem Structure Rule: involve knowledgeable subbordinates to collect relevent information when...
•quality of the decision is important, problem is unstructured, and you lack sufficient knowledge/expertise
Enhancing the QUALITY of decisions
•Acceptance Rule: involve subbordinates if...
•their acceptance is critical and you are unsure of their acceptance of an autocratic decision
•Subbordinate Conflict: involve subbordinates when...
•conflict among subbordinates, acceptance is critical, unlikely to accept autocratic decision
•Subbordinate Commitment Rule: a group decision should be made...
•acceptance is a critical problem even if the quality of decision is not important.
•Subbordinate Information Rule: subbordinates should not be called upon...
•to make decisions for which they have insufficient information or expertise
Enhancing the ACCEPTANCE of decisions
•Time Constraint (Motivation-Time): Time is often critical
•amount of time used is a cost expressed in terms of loss of attention to other activities
•Development Constraint (Motivation-Development): Subbordinates often don't have the best knowledge to contribute.
•to empower subbordinates is to give them skills and opportunities to make decisions
CONSTRAINTS on decision making
•Autocratic: leader makes decision using existing information
•Informed-Autocratic: leader solves the problem unilaterally after obtaining necessary information from subbordinates
•Individual-Consultative: leader shares problem with subbordinates. solicits ideas, and makes decision that may or may not reflect subbordinate influence
•Group-Consultative: leader shares problem with group, solicits ideas, and makes decision that may or may not reflect influences form group
•Group-Agreement: leader shares problem with subbordinates as a group and generates/evaluates alternatives as a group. Leader willingt oaccept the decision of the group
DECISION MAKING styles
Decision Making Tree stages:
Groupthink Map
1 • Quality
2 • Commitment
3 • Information
4 • Structure
5 • Acceptance
6 • Goal Congruence
7 • Conflict
8 • Information
* • Appropriate Decision Style
Group Characteristics
• strong cohesion
• insulation of group
• charasmatic leadership
• like-mindedness of group
• homogeny of group
• lack of norms for methodical procedures
Contextual Characteristics
• high stress from threat
• low self esteem by recent failures, excessive complexity, moral dilemmas GROUPTHINK
Overestimation/Close- Mindedness/Pressure for
Unanimity Low Vigilance
High probablility of a defective decision and Low Probablility of
Success