Models of Educational Change and their Application
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The paper first explains the principle of contingency theory, that the managerial approach must be adapted to the nature of the individuals in the organization, the organization's purpose, and its history, and details Vroom and Yetton's normative decision-making model. The paper then looks at the use of a participatory leadership style which is based on the belief that followers, regardless of the situation, must feel invested in the mission and decision-making strategy of the leader. Finally, the paper discusses Theory X and Theory Y and their basic underlying principle that once worker's basic needs are met, the most powerful source of motivation is joy in work, rather than pay. The paper applies these theories to the school environment and notes that teachers and students who can be motivated by a Theory Y approach are an administrator's dream, however, given the varied nature of the responsibilities and challenges facing school administrators at different school districts, Vroom and Yetton's philosophy may be more practical.
From the Paper:"Contingency theory is not so much a universal theory as it is a subset of theories that stress that "there is no universal or one best way to manage," rather the managerial approach must be adapted to the nature of the individuals in the organization, the organization's purpose, and its history. This sounds quite relativistic in the abstract, but contingency theories are often quite specific in their prescriptive remedies. For example, Vroom and Yetton's normative decision-making model suggests that the degree to which a leader involves his or her subordinates depends on the task at hand and the nature of his or her followers. A principal at a large school with under-motivated or inexperienced teachers would take a different leadership strategy than an administrator at a small magnet school for the gifted and talented.
""Vroom and Yetton defined five different decision procedures. Two are autocratic (A1 and A2), two are consultative (C1 and C2) and one is group-based (G2)" (Straker 2006). With an A1 situation, when decision quality is very important and followers have little information or few skills, the leader takes a highly directive approach, and makes the decision alone, without soliciting input. In an A2 situation, the leader receives input from the followers, but still makes an individualistic decision."
Sample of Sources Used:
- Contingency theory. York University. Retrieved July 15, 2010 at http://www.fsc.yorku.ca/york/istheory/wiki/index.php/Contingency_theory
- Straker, David. (2006). Vroom and Yetton's normative decision-making model. Changing Minds. Retrieved July 15, 2010 at http://changingminds.org/disciplines/leadership/theories/vroom_yetton.htm
- Theory X and Theory Y. (2010). Net MBA. Retrieved July 15, 2010 at http://www.netmba.com/mgmt/ob/motivation/mcgregor/
Cite this Term Paper:
Models of Educational Change and their Application (2013, April 08) Retrieved May 16, 2021, from https://www.academon.com/term-paper/models-of-educational-change-and-their-application-152641/
"Models of Educational Change and their Application" 08 April 2013. Web. 16 May. 2021. <https://www.academon.com/term-paper/models-of-educational-change-and-their-application-152641/>