The document discusses several motivational and decision making theories that are relevant for school leaders, including Herzberg's Motivational Hygiene Theory, McGregor's Theory X and Theory Y, Simon's Administrative Model, incremental, garbage can, and mixed scanning descriptive decision making theories, and normative theories like the Vroom-Yetton and Vroom-Jago models for determining appropriate levels of follower participation in decisions. Political theory is also briefly covered as a decision making approach driven more by individual power and influence rather than organizational goals.

2. Motivate,
Decide,
Activate!
Motivational and Decision
Making Theories that affect
the school leaders

3. Motivational Hygiene Theory
 FrederickHerzberg
 Born in MA, attended City College of NY,
then Army, then graduated from CCNY
 Taught at U of Pitt and Case Western
Motivator Factors Hygiene Factors
•Achievement
•Pay and Benefits
•Recognition
•Company Policy and
•Work Itself
Administration
•Responsibility
•Relationships with co-workers
•Promotion
•Supervision
•Growth

4. Motivational Hygiene Theory
 Two Factor Theory
 Hygiene needs are cyclical in nature and
come back to a starting point. This leads
to the "What have you done for me
lately?" syndrome.
 Hygiene needs have an escalating zero
point and no final answer

5. Theory X and Theory Y
 Douglas McGregor
 PhD in psychology from Harvard
 In the book The Human Side of Enterprise,
identified an approach of creating an
environment within which employees are
motivated via authoritative, direction and
control or integration and self-control,
which he called theory X and theory Y

6. Theory X and Theory Y
 Theory X:
 In this theory, which has been proven counter effective in
most modern practice, management assumes employees
are inherently lazy and will avoid work if they can and that
they inherently dislike work. Requires a strong hierarchical
structure with several checkpoints.
 Theory Y:
 In this theory, management assumes employees may be
ambitious and self-motivated and exercise self-control. It is
believed that employees enjoy their mental and physical
work duties. According to them work is as natural as play.
They can creatively problem solve on their own. Requires a
manager willing to let others succeed on their own.

7. Administrative Model
 Herbert Simon, well respected in several areas
of study; organization sociology, psychology,
decision making theory, economist, political
science and computer science
 Professor at Carnegie Melon University
 Administrative Behavior, 1947, based on his
doctoral dissertation
 The centerpiece of this book is the behavioral
and cognitive processes of making rational
human choices, that is, decisions.

8. Administrative Model
 An operational administrative decision
should be correct and efficient, and it
must be practical to implement with a set
of coordinated means.

9. Descriptive Theory
 Theory of choice
 Describes how the decision is made and what
people will actually do in the decision-making
process
 Similification of the choices is done to be as
rational as possible
 Three models of this are common:
 Garbage can model
 Political model
 Incremental model

10. Garbage Can Model
 Michael D Cohen, Michigan
 James March, Stanford
 Johan P. Olsen, U. of Bergden
 Together they published the paper; A Garbage
Can Model of Organizational Choice.
 The paper, frequently cited, describes a model
which disconnects problems, solutions and
decision makers from each other.
 novel approach compared to traditional decision
theory
 Model separates the problem, the players and the
solution

11. Incremental Model
 Wayne K Hoy, The Ohio State U
 John Tarter, University of Alabama
 Theory allows the leader to make
decisions as small increments in order to
avoid negative consequences
 “baby steps”

12. Mixed Scanning Model
 Amitai Etzioni, The George Washington
Univ.
 Often called the “third” model
 Combines flexibility of incremental model
to the rationality of satisficing model
 Forces leaders to continue to question
how their decisions will continue to move
the organization (schoolhouse) towards
and not away from the mission

13. Normative Theory: Vroom-
Yetton Model
 Victor Vroom, Yale
 Phillip Yetton
 Model distinguishes between individual
decision making and group decision
making
 Model suggests when to involve others in
the decision making process
 5 decision making procedures

14. 5 decision making procedures
 1. Totally autocratic
 Leaders make their own decisions
 2. Autocratic with Assistance
 Leaders receive information from the followers
 3. Consultative with individual(s)
 Leaders interact with followers and share some information,
solicits ideas and listens to opinions of the followers
 4. Consultative with Group
 Leaders interact with the followers as a group, shares some
information, solicits ideas and listens to the opinions
 5. Group Decision
 Leader interacts with the followers as a group, shares some
information about the problem, solicits ideas, and listens to the
opinions, and then seeks to reach a consensus on the decision.

15. Normative Theory: Vroom-
Jago Model
 Redesigned with Arthur Jago
 Model is basically the same but adds two critical
factors in the decision making process:
1. If a decision needs to be made quickly, then
selecting a particpation style may be
counterproductive
2. If followers have the skills and attributes
necessary for participating in the decision
making process, then, under certain conditions,
they should be invited, particularly if an
immediate decision is not necessary. The
followers’ participation could enhance decision
quality and acceptance.

16. Political Theory
 Decision making tool when organizational
goals are replaced by personal influence
and power is the overriding force
 The power and influence of individuals
and/or groups become the overriding
goals and not those of the organization.
 Conflict, bargaining and game-playing
are often seen in this environment