HM_PP_Slides_Ch11.ppt - Chapter 11 Shared Decision Making Empowering Teachers W K Hoy \u00a9 2003 2008 2011 Vroom Model of Shared DM I Rules that enhance

HM_PP_Slides_Ch11.ppt - Chapter 11 Shared Decision Making...

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Chapter 11 Shared Decision Making: Empowering Teachers W. K. Hoy © 2003, 2008, 2011
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Vroom Model of Shared DM I Rules that enhance quality 1. Quality Requirement How important is decision? 2. Leader Information Requirement Does the leader have expertise? 3. Trust Requirement Can you trust subordinates? 4. Problem Requirement Is the problem clear and structured? W. K. Hoy © 2003, 2008, 2011
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II Rules that Enhance Acceptance 1. Acceptance Probability Is acceptance critical to implementation? 2. Subordinate Conflict Will decision produce conflict? 3. Subordinate Commitment Is subordinate commitment important? 4. Subordinate Expertise Do subordinates have expertise? Vroom Model of Shared DM W. K. Hoy © 2003, 2008, 2011
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Vroom Model of Shared DM III Constraints 1. Time Constraint Time for Involvement? 2. Subordinate Development How important is subordinate development? W. K. Hoy © 2003, 2008, 2011
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Vroom Model of Shared DM In general, involve subordinates if: • Decision is critical. • Leader has insufficient information. • Subordinates can be trusted. • Problem is structured. • Acceptance is needed. • Decision is controversial. • Subordinate commitment is important. • Subordinates have expertise. • There is time. • Subordinate development is important. [2x2x2x2x2x2x2x2x2x2=1024 combinations] W. K. Hoy © 2003, 2008, 2011
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Vroom Model of Shared DM Decision-making Styles for Group Problems 1. Autocratic (A ) Unilateral Decision 2. Informed-Autocratic (IA) Get info then unilateral decision 3. Individual-Consultative (IC ) Consult with key individuals by sharing problem, then leader decides. 4. Group-Consultative (GC ) Consult with group by sharing problem, then leader decides. 5. Group-Agreement (GA ) Get the group involvement in democratic decision making. W. K. Hoy © 2003, 2008, 2011
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Vroom Model of Shared DM The calculus of the decision involves matching over 1000 situations with five decision making arrangements--that is, more than 5000 possibilities.
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