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ADMINISTRATIVE DECISION-MAKING

ADMINISTRATIVE DECISION-MAKING. Dr. James Lyons ADMN 6161. The Degree to Which Principals Makes Sound , Correct , and Timely Decisions Will Ultimately Determine Their Success in their roles. J. E. Lyons. FOUR TYPES OF DECISIONS. Decisions which determine organizations goals

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ADMINISTRATIVE DECISION-MAKING

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  1. ADMINISTRATIVE DECISION-MAKING Dr. James Lyons ADMN 6161

  2. The Degree to Which Principals Makes Sound, Correct, and Timely Decisions Will Ultimately Determine Their Success in their roles.J. E. Lyons

  3. FOUR TYPES OF DECISIONS • Decisions which determine organizations goals • Decisions which specify procedures for goal attainment • Decisions which apply policies to ongoing operations (deciding how a policy is to be applied) • Decisions which are on-the-spot, ad hoc decisions

  4. DECISION-MAKING CATEGORIES IN SCHOOLS • ALLOCATION DECISIONS – The distribution of human and material resources in the school • SECURITY DECISIONS – The preservation of physical and psychological safety of faculty and students • BOUNDARY DECISIONS – The determination of who controls the passage of materials, information, and people from one domain to another within the school or between the school and the community

  5. DECISION-MAKING CATEGORIES IN SCHOOLS • EVALUATION DECISIONS– The passing of judgment on the quality of performance (teacher or student) • INSTRUCTIONAL DECISIONS – The determination of classroom teaching-learning processes and content

  6. Acceptance Dimension Low Concern High Concern A-q A-Q 1 2 3 4 5 6 7 8 9 a-q Q-a 0 1 2 3 4 5 6 7 8 9 Low Concern High Concern Quality Dimension MAIER Model

  7. CONSENSUS DECISION-MAKING SUPPORT CONSENSUS DECISIONS DON’T OPPOSE OPPOSE EFFECTIVE DECISIONS EFFECTIVE DECISION = QUALTITY X ACCEPTANCE ED = Q X A (If either q or a is 0, the decision has no value) NORMAN MAIER’S CONCEPT

  8. KEY FACTORS IN DECISION-MAKING • Administrator knowledge/expertise about the problem/issue • Subordinate knowledge/expertise about the problem/issue • Level of subordinate acceptance needed for the decision made • Degree to which goals are shared by the staff • Likelihood of conflict • Group process skills • Routines or uniqueness of problem/issue

  9. PROBLEMS WITH SHAREDDECISION-MAKING • Cumbersome • Time commitment necessary • May lead to accommodation/negotiation to reach an acceptable decision • May increase staff conflict

  10. BENEFITS OF SHARED DECISION-MAKING • Staff satisfaction is enhanced • Creativity is encouraged • Acceptance is enhanced • Decision quality is improved • Group cohesiveness is improved • Expertise is greater • Commitment is strengthened

  11. Problem Analysis • Information search and exchange 4. Decision ED = Q x A • Sensitivity Check • Who’s glad? • Who’s mad? • What is right? 5. Consequences 3. Leadership Involvement of others? Support for decision? 6. Institutionalization

  12. MODEL FOR SHARED DECISION-MAKING Staff Personal Stake? Yes Yes No No Expertise? Yes No Yes No Involvement? Yes Occas. Occas. No Extent of Max Lmtd. Lmtd. None Involvement

  13. ADMINISTRATOR INVOLVEMENT IN DECISION-MAKING • Make the decision • Recommend an alternative • Develop possible alternatives (for group to select from) • Provide information only (identify problem for group) • No involvement High Involvement Low Involvement

  14. DECISION-MAKING IN PROBLEM SOLVING • Develop a solution • Offer alternative solutions • Suggest a solution • Request suggestions for a solution • Bring problem to the attention of the group

  15. The End

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