hm pp slides ch11

7/23/2019 HM PP Slides Ch11

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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 isdecision

2. !eader "n#ormation Requirement $oes t%e leader %a&ee'pertise

3. (rust Requirement )an you trust

su*ordinates+. ro*lem Requirement "s t%e pro*lem clear

and structured

W. K. Hoy 2003, 2008, 2011


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II Rules that Enhance Acceptance1. -cceptance ro*a*ility "s acceptance critical to

implementation2. u*ordinate )on/ict Will decision produce con/ict

3. u*ordinate )ommitment "s su*ordinate commitmentimportant

+. u*ordinate 'pertise $o su*ordinates %a&ee'pertise


W. K. Hoy 2003, 2008, 2011


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III Constraints

1.(ime )onstraint(ime #or "n&ol&ement

2. u*ordinate $e&elopment

How important is su*ordinatede&elopment

W. K. Hoy 2003, 2008, 2011


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Vroom Model of Shared DMIn general, involve subordinates if:

$ecision is critical. !eader %as insucient in#ormation.

u*ordinates can *e trusted. ro*lem is structured. -cceptance is needed. $ecision is contro&ersial. u*ordinate commitment is important.

u*ordinates %a&e e'pertise. (%ere is time. u*ordinate de&elopment is important.42'2'2'2'2'2'2'2'2'25102+

com*inations6W. K. Hoy 2003, 2008, 2011


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Vroom Model of Shared DMDecision-making Styles for Group

Problems

1. utocratic !7 nilateral $ecision

". Informed-utocratic9"-7 :et in#o t%en unilateraldecision

#. Individual-$onsultative !I$7 )onsult wit% ;eyindi&iduals *y s%arin

t%at is, more t%an ?000 possi*ilities.

@room simpli=es t%e calculus wit% aseries o# /ow c%arts.

W. K. Hoy 2003, 2008, 2011


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)onclusions

1. -


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nder w%at conditions s%ould t%e leader in&ol&e

su*ordinates in decision ma;in


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Assumptions of the Hoy-Tarter Model

As subordinates are involved in decision making located within

their ZONE OF ACCEPTANCE, participation will be less

effective.

As subordinates are involved in decision making outside theirZONE OF ACCEPTANCE, participation will be more effective.

As participants are involved in decision making for which they

have MARGINAL EXPERTISE, their participation will be

marginally effective. As subordinates are involved in decision making for which they

have MARGINAL INTEREST, their participation will be

marginally effective.

W. K. Hoy 2003, 2008, 2011


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Zone of Acceptance

Do subordinates 'ave a personal stake in t'e outcome( )*S +

Dosubordinates'aveepertise(

)*S

+

Butside Cone o# -cceptance

9$e=nitely include7

Dar


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Situations for Participative Decision Making

Rele&ance Ees Ees Ees Fo Fo

'pertise Ees Ees Fo Ees Fo

(rust Ees Fo EesGFo EesGFo FG-

Democratic $onictual Stake'older *pertcollaborative

W. K. Hoy 2003, 2008, 2011


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Decision Situations: Review

Democratic

$onictualStake'older

*pert

+oncollaborative


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W. K. Hoy 2003, 2008, 2011

Democratic--/aimum Involvement.

$onictual--0imit Involvement !until trust is

developed.

Stake'older--ccasional Involvement !toeducate.

*pert--ccasional Involvement !for betterdecisions.

+oncollaborative--+o Involvement.

Decision Situations and

Degree of Involvement


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Decision-Making Groups

and Their Functions

:roup)onsensus

:roupDaority:roup

-d&isory"ndi&idual-d&isory

nilateral

W%o is !eader !eader !eader !eader and!eader

"n&ol&ed and :roup and :roup and :roup elected "ndi&iduals

Fature o# :roup s%ares :roup s%ares :roup s%ares "ndi&iduals Fo su*ordinate

"n&ol&ement in#ormation, in#ormation, in#ormation, pro&ide data, in&ol&ement analyIes and deli*erates, analyIes and discuss, and

reac%es and &otes on recommends. recommend. consensus. action.

W%o ma;es :roup *y :roup *y !eader wit%!eader wit% !eader -lonet%e decision )onsensus Daority Rule -d&ice

-d&iceW. K. Hoy 2003, 2008, 2011


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2ive 0eaders'ip

3oles1. 4'e integratorbrings subordinates toget'er for consensusdecision-making. 5ere t'e task is to reconcile divergentopinions and positions.

". 4'e parliamentarianfacilitates open communication by

protecting t'e opinions of t'e minority and leads t'roug' ademocratic process to a group decision.

#. 4'e educatorreduces resistance to c'ange by eplaining anddiscussing 6it' group members t'e opportunities and constrainsof t'e decisional issues.

%. 4'e solicitorseeks advice from subordinate-eperts. 4'e 7ualityof decisions is improved .s t'e administrator guides t'egeneration of relevant information.

&. 4'e directormakes unilateral decisions in t'ose instances 6'eret'e subordinates 'ave no epertise or personal stake. 5ere t'egoal is e8ciency.

W. K. Hoy 2003, 2008, 2011


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dministrative3oles for

Decision/aking3ole 2unction im

Integrator 9rings toget'er divergent positions 4o ac'ieve consensu

Parliamentarian 2acilitates open discussion 4o supreective deliberation

ducator *plains and discusses issues 4o assure acceptance

Solicitor Solicits advice from teac'ers 4o improve 7uality of

Director /akes unilateral decisions 4o attain e8ciency

W. K. Hoy 2003, 2008, 2011


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+ormative /odelfor

Participative Decision/aking

3elevance

utside one/arginal6it'*pertise/arginal 6it'

3elevance Inside one

)*S +

)*S

+

*pertise

1. Situation( Democratic $onictual Stake'older*pert +oncollaborative

ent( )es and etensive )es but limited ccasionally ccasionally +oneand limited and limited

Group Group Group Group Individual ;nilateral$onsensus /a


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W. K. Hoy 2003, 2008, 2011

ractical "mperati&esmpower teac%ersJ "n&ol&e t%em in ;ey decisions w%en appropriate.

impli#y comple'ityJ "denti#y t%e core ideas o# comple' e&ents.

tri;e a *alance *etween decisi&e action and re/ecti&e analysisJ!ean toward action.

"mpose structure and deadlines #or


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W. K. Hoy 2003, 2008, 2011

ractical "mperati&esAe prepared to ma;e unilateral decisionJ ometimes t%ey arenecessary.

$e&elop teac%er e'pertise, interest, and trustJ Furture s%areddecision ma;in

hm pp slides ch11

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