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