Preface   Chapter 1: Introduction Case Method: An Historical Perspective Rationality and Decision Making Rationality and Values Rationality and the Environment Rationality and the Unexpected Mindful Decision Making: Reflective, Not Mechanical   Chapter 2: Decision Making:  Optimizing and Satisficing The Classical Model: An Optimizing Strategy The Administrative Model: A Satisficing Strategy Decision-Making Process: A Cyclical Process Case 2.1 The Teachers Council Analyzing the Case: Using the Satisficing Model Case 2.2 Controversial Speaker   Chapter 3: Decision Making: Muddling and Scanning The Incremental Model: A Strategy of Successive Limited Comparisons Case 3.1: Conflict at Christmas Analyzing the Case: An Incremental Approach The Mixed-Scanning Model: An Adaptive Strategy Analyzing the Case: An Adaptive Strategy Summary and Conclusion Case 3.2: Crisis in Marshall Creek   Chapter 4: Decision Making: Garbage and Politics The Garbage-Can Model: Irrational Decision Making Case 4.1: Critical Friends Groups Analyzing the Case: Garbage-Can Model The Political Model: Personal Rationality Case 4.2: Divided Loyalties Analyzing the Case: The Political Model Summary and Conclusion Case 4.3: Politics at River Grove   Chapter 5: Using the Best Model: Practice Cases Decision-Making Models: A Comparison The Best Model: A Contingency Approach A Contingency Mode: Matching Strategy with Situation Applying the Appropriate Model Decision Making: A Practical Tip Case 5.1: Freak Dancing Case 5.2 Sexual Harassment Case 5.3: Late Again Case 5.4: Excessive Force? Case 5.5 Discord and Disharmony Case 5.6: Superintendent’s Hiring Dilemma Case 5.7: Electives Case 5.8: Sour Notes Case 5.9: Zero Tolerance Policy: The Eagle Scout Case 5.10: The Slap Case 5.11: Low Expectations, Poor Performance Case 5.12: Kinky Hair Case 5.13: The Reluctant Assistant Case 5.14: The Setup Case 5.15: Dropped for a Loss   Chapter 6: Shared Decision Making: A Comprehensive Model Managing Participation: Enhancing Quality and Acceptance Decision Making Styles Decision Making Trees Case 6.1: The Curriculum Dilemma: A Group Problem Analyzing the Case: The Curriculum Dilemma Individual Problems Case 6.2: The Secretary’s Office: An Individual Problem Analyzing the Case: The Secretary’s Office Summary and Cautions Case 6.3: The Parking Lot   Chapter 7: Shared Decision-Making: A Simplified Model Zone of Acceptance Participation Directing Participation: Administrative Roles Using the Model Case 7.1: The Curriculum Dilemma: A Group Problem Revisited Analyzing the Case: The Curriculum Dilemma Discussion: A Preference for Action Case 7.2: The Secretary’s Office: An Individual Problem Revisited Analyzing the Case: The Secretary’s Office A Comparison Another Application Case 7.3: Computer Purchasing Problem Analyzing the Case: A Theory-Driven Student Analysis Summary and Cautions Case 7.4: Teacher Tardiness   Chapter 8: Decision Making: Final Cases Subordinate Participation: A Comparison Which Model? Case 8.1: Administrative Communication Case 8.2: Principal’s In-Service Case 8.3: Parent Complaint Case 8.4: The Hiring Problem Case 8.5: The Advisory Council Case 8.6: Student Athletes Case 8.7: Subversive Web Page Case 8.8: Grading Policy Case 8.9: Honest Reporting Case 8.10: Double Entendre Case 8.11: Special Education Case 8.12: Just Change It Case 8.13: Appropriate Attire Case 8.14: Professional Dilemma Case 8.15: Intellectual Property Case 8.16: Grade Change Case 8.17: The Staffing Problem Case 8.18: New Department Chair Case 8.19: Assistant Dean Case 8.20: The Dean’s Advisory Council   Chapter 9: Putting it All Together Case 9.1: Redistricting Suggestions for a Group Project Other Suggested Activities   Bibliography   Index

Administrators Solving the Problems of Practice: Decision-Making Concepts, Cases and Consequences, 3/e Wayne K. Hoy, Ohio State University C. John Tarter, University of Alabama ISBN-10:      0205508014     Tested in hundreds of classrooms, this text with cases, is a student favorite that brings eight classical models of decision making to life, creating useful tools in developing strategies to solve real-life problems.        New to this edition: • A contingency model of decision making is developed to guide readers to appropriately match  decision strategies with the specific problem at hand (Ch. 5).   • Nine common traps of decision making are revealed and suggestions for avoiding and escaping from these traps are offered (Ch 2).   •Two dozen new studies on decision-making strategies are added to the analyses throughout the text.   •New, contemporary cases throughout the text provide readers with the opportunity to learn from and deal with the most current issues in schools, such as violence, curriculum issues, participative management, sexual harassment, and accountability.   Here’s what you colleagues are saying about this edition: “This book helps me to locate my course just where I most like to teach: at the intersection between theory and practice” -Megan Tschannen-Moran, College of William and Mary   “The cases in [this] text are well-organized, sequential and timely.  To that end, they relate to the veteran administrator as well as the novice practitioner.” -Page Smith, University of Texas at San Antonio

Tested in hundreds of classrooms, this text is a student favorite that brings eight classical models of decision making to life, creating useful tools in developing strategies to solve real-life problems. The frameworks include; classical, administrative, incremental, mixes scanning, political, and garbage can models as well as two models of shared decision making. After illustrating the use of these decision-making models to analyze and develop solution strategies, students have the opportunity to explore about fifty actual cases to build their own analyses and solution strategies. New, contemporary cases have been added to this edition throughout the text as well as a final chapter that encourages cooperative learning by incorporating a comprehensive case study to be handled as a group project.

Guiding questions in all chapters focus students on specific problems and tasks. Chapter 7 presents a simplified model of shared decision-making. A demonstration and comparison of eight decision models reveal the strengths and weaknesses of each (Ch. 5). Expert analyses of actual cases in five chapters demonstrate the utility of various theories. Provides concrete examples of theory into practice in all chapters. Higher Education cases have been added to broaden the scope of the book in response to the emphasis on Higher Education in many schools. Discussion of decision-making heuristics is incorporated to emphasize student analysis. Provides an analysis of mindful organizational structures. The final chapter encourages cooperative learning by incorporating a comprehensive case study to be handled as a group project.

• A contingency model of decision making is developed to guide students to appropriately match  decision strategies with the specific problem at hand (Ch. 5). • Nine common traps of decision making are revealed and suggestions for avoiding and escaping these traps are offered (Ch 2). •Two dozen new studies on decision-making strategies are added to the analyses throughout the text. •New, contemporary cases throughout the text provide students with the opportunity to learn from and deal with the most current issues in schools, such as violence, curriculum issues, participative management, sexual harassment, dirty dancing and accountability.