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Ambiguity
A Climate for
Contingency Leadership
Unpredictable


Turbulent




               Uncertain
1970s
Dissatisfaction with formal models



March and Olsen study (1976)
• Ambiguity is a major feature of decision making in
  most public and educational organizations.

“Garbage Can” Model (Cohen & March, 1982)
• Problems, solutions, participants and choice
  opportunities are unpredictable in the decision
  making process.
Ambiguity Models
as described by Bush (2006)




                              Educational
                              institutions
                              have no clearly
                              defined
                              objectives.
Ambiguity Models

                   Schools have a
                   problematic
                   technology;
                   their processes
                   are not
                   properly
                   understood.
Ambiguity Models

                   Links between
                   the groups are
                   tenuous and
                   unpredictable.

                   Organizational
                   structure is
                   problematic.
Ambiguity Models



                   appropriate
                   for
                   professional
                   client-serving
                   organizations
Ambiguity Models




                   There is fluid
                   participation
                   in the
                   management .
Ambiguity Models


                   Schools
                   experience
                   difficulties in
                   interpreting the
                   various messages
                   being transmitted
                   from the
                   environment.
Ambiguity Models



                   Decisions
                   have no clear
                   focus due to
                   lack of agreed
                   goals.
Ambiguity Models

                   Decentralization
                   enables the
                   organization to
                   survive while
                   particular
                   subunits are
                   threatened.
Limitations of Ambiguity Models
           It is difficult to reconcile ambiguity
       perspectives with the customary structures
         and processes of schools and colleges.


       They exaggerate the degree of uncertainty
              in educational institutions.


           They are less appropriate for stable
       organizations or for any institutions during
                   periods of stability.


          They offer little practical guidance to
           leaders in educational institutions.
Contingent Leadership

  - adapting leadership styles to
    particular situations

  - depends on managers
    “mastering a large repertoire of
    leadership practices” (Leithwood,
    Jantzi & Steinbach, 1999)
created by Therese June Aranas
                           (Images retrieved from Google Images)


for discussion in
DEM-604, Philosophy of Educational Management
Mindanao University of Science and Technology
Cagayan de Oro City, Philippines

(Professor: Dr. Genaro V. Japos)

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Ambiguity

  • 3. 1970s Dissatisfaction with formal models March and Olsen study (1976) • Ambiguity is a major feature of decision making in most public and educational organizations. “Garbage Can” Model (Cohen & March, 1982) • Problems, solutions, participants and choice opportunities are unpredictable in the decision making process.
  • 4. Ambiguity Models as described by Bush (2006) Educational institutions have no clearly defined objectives.
  • 5. Ambiguity Models Schools have a problematic technology; their processes are not properly understood.
  • 6. Ambiguity Models Links between the groups are tenuous and unpredictable. Organizational structure is problematic.
  • 7. Ambiguity Models appropriate for professional client-serving organizations
  • 8. Ambiguity Models There is fluid participation in the management .
  • 9. Ambiguity Models Schools experience difficulties in interpreting the various messages being transmitted from the environment.
  • 10. Ambiguity Models Decisions have no clear focus due to lack of agreed goals.
  • 11. Ambiguity Models Decentralization enables the organization to survive while particular subunits are threatened.
  • 12. Limitations of Ambiguity Models It is difficult to reconcile ambiguity perspectives with the customary structures and processes of schools and colleges. They exaggerate the degree of uncertainty in educational institutions. They are less appropriate for stable organizations or for any institutions during periods of stability. They offer little practical guidance to leaders in educational institutions.
  • 13. Contingent Leadership - adapting leadership styles to particular situations - depends on managers “mastering a large repertoire of leadership practices” (Leithwood, Jantzi & Steinbach, 1999)
  • 14.
  • 15. created by Therese June Aranas (Images retrieved from Google Images) for discussion in DEM-604, Philosophy of Educational Management Mindanao University of Science and Technology Cagayan de Oro City, Philippines (Professor: Dr. Genaro V. Japos)