Administrators Solving the Problems of Practice: Decision–Making Concepts, Cases, and Consequences (3rd Edition)

Description

Features

• 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.

New To This Edition

• 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.

Backcover Copy

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