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INTRODUCTION
There appears to be three components of every
decision:
- Criteria- The standards by which persons evaluate
alternatives. These are what Fisher and Ury term "Interests"
- Alternatives- What are the specific courses of action or
options being considered. "Positions"
- Cause and Effect Beliefs What are the cognitions linking
specific alternatives to specific criteria. These are often referred to as
models, theories, assumptions, beliefs, or alternative attributes.
The Participatory Management Model
- The Classical Decision-Making Model
- The classical decision-making model is a prescriptive
model in that it describes how people should make decisions. This model rests
on two assumptions: (1) People have access to all the information they need to
make a decision, and (2) people make decisions by choosing the best possible
solution to a problem or response to an opportunity.
- According to the classical model, a decision maker
should choose how to respond to problems and opportunities by engaging in these
four steps:
- 1. Listing all alternatives from
which a choice will be selected: These alternatives represent different
responses to the problem or the opportunity.
- 2. Listing the consequences of
each alternative: The consequences are what would occur if a given alternative
was selected.
- 3. Considering his or her own
preferences for each alternative or set of consequences and then
ranking the sets from most preferred to least preferred.
- 4. Selecting the alternative that
will result in the most preferred set of consequences.
- The Behavioral Decision-Making Model
- The Vroom-Yetton Normative Model T
Benefits of Site-Based Decision Making Problems in
Site-Based Decision Making
- Groupthink
- Groupthink comes from group cohesiveness. It occurs
where procedures are used to arrive at consensus, usually in an organization
which is characterized by strong bonding, a strong feeling of solidarity, high
morale, and where members want success.
- Three factors lead to it:
- group members are highly insulated from outside
information
- there is a stressful decision making situation
- these are usually accompanied by severe budgetary
pressures.
- Risky Shift
- Escalation of Commitment
Site-Based Decision-Making
Techniques
In relation to schools and power relationships,
site-based or school-based management (SBM) aims to decentralize decision
making by transferring authority and resources from state education agencies
and school district offices to units such as governance councils, committees,
or teams located at an individual school. Site-based management is an approach
to educational reform that allows an individual school to make its own
decisions related to finances and curriculum. A school council, which typically
consists of the principal, teachers, parents, and other community members,
determines the policy direction for the school.
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