Organizational Structure Overview
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Questions and Answers

Which of the following is NOT one of the four characteristics of charismatic leaders?

  • Are sensitive to follower needs
  • Have a vision
  • Exhibit behaviors that are out of the ordinary
  • Prioritize rewards over expectations (correct)

Charismatic leaders do not need to be willing to take personal risks to achieve their vision.

False (B)

What is the purpose of a vision statement in leadership?

To outline a formal, long-term strategy to attain goals.

Charismatic leaders communicate high performance expectations and express ______ in their followers' abilities.

<p>confidence</p> Signup and view all the answers

Match the following leadership traits with their descriptions:

<p>Have a vision = Articulating a clear long-term strategy Sensitive to follower needs = Understanding and addressing the concerns of followers Exhibit behaviors that are out of the ordinary = Demonstrating unique and impressive actions Willing to take personal risks = Taking risks for greater outcomes</p> Signup and view all the answers

What is one of the strengths of a simple/flat organizational structure?

<p>Provides fast and flexible decision making (C)</p> Signup and view all the answers

Bureaucratic structures allow for a high degree of employee autonomy.

<p>False (B)</p> Signup and view all the answers

What are the two types of structures mentioned that are characteristic of the bureaucratic organizational framework?

<p>Functional structure and divisional structure</p> Signup and view all the answers

In the matrix structure, departmentalization combines functional and _______ departmentalization.

<p>product</p> Signup and view all the answers

Match the types of organizational structure with their characteristics:

<p>Simple/Flat = Centralized authority in one person Bureaucracy = Emphasizes rules and formalization Functional = Groups employees by specialties Divisional = Groups employees by product or market</p> Signup and view all the answers

Which of the following is a weakness of bureaucratic structures?

<p>Can hamper innovation (D)</p> Signup and view all the answers

A matrix organizational structure has a single chain of command.

<p>False (B)</p> Signup and view all the answers

What is one advantage of having employees report to two bosses?

<p>Facilitates coordination (B)</p> Signup and view all the answers

Non-sanctioned leadership is less important than formal leadership.

<p>False (B)</p> Signup and view all the answers

What is the primary aim of an innovation strategy?

<p>Introduction of major new products/services</p> Signup and view all the answers

The principle that suggests employees should have only one boss is called the _____ principle.

<p>unity of command</p> Signup and view all the answers

Match the leadership theories to their focus:

<p>Trait Theories = Are leaders inherently different from others? Behavioural Theories = Do leaders exhibit specific behaviors? Contingency Theories = Does the situation impact leadership effectiveness?</p> Signup and view all the answers

What is a common disadvantage of having multiple bosses?

<p>Power struggles (D)</p> Signup and view all the answers

Organizational structures differ only because of technology.

<p>False (B)</p> Signup and view all the answers

What do managers primarily focus on in an organization?

<p>Formulating detailed plans and overseeing daily operations</p> Signup and view all the answers

Leaders need to challenge the _____ to inspire organizational members.

<p>status quo</p> Signup and view all the answers

Which of the following options does NOT describe the characteristics of trust?

<p>Compassion (D)</p> Signup and view all the answers

Effective group performance is determined entirely by the leader's style.

<p>False (B)</p> Signup and view all the answers

What is the main purpose of recognizing each employee's strengths?

<p>To make the most out of their strengths and increase overall performance.</p> Signup and view all the answers

The _____ theory emphasizes the fit between leader style and the situation's control.

<p>Fiedler Contingency Model</p> Signup and view all the answers

Match the following leadership theories with their focus:

<p>Fiedler Contingency Model = Leader's style vs. situation control Hersey and Blanchard’s Situational Theory = Follower readiness Path-Goal Theory = Subordinate outcomes Contingency Leadership Theories = Contextual considerations</p> Signup and view all the answers

In Hersey and Blanchard’s Situational Theory, if a follower is unable but willing, what is the recommended leader approach?

<p>High task orientation and relationship orientation (C)</p> Signup and view all the answers

Path-Goal Theory suggests that leaders should ignore the desired outcomes of their subordinates.

<p>False (B)</p> Signup and view all the answers

What three factors does Fiedler identify as crucial to a leadership situation?

<p>Leader-member relations, task structure, position power.</p> Signup and view all the answers

The foundation of _____ is based on honesty, respect, and integrity.

<p>trust</p> Signup and view all the answers

According to effective management practices, what is important to praise among employees?

<p>Overcoming challenges to conform to preset ideas (B)</p> Signup and view all the answers

Which trait is considered a leadership trait according to trait theories?

<p>Emotional Intelligence (B)</p> Signup and view all the answers

Behavioral theories focus on the traits of leaders rather than their actions.

<p>False (B)</p> Signup and view all the answers

What is one advantage of understanding leadership traits?

<p>It helps in predicting leader emergence.</p> Signup and view all the answers

A _____-oriented leader emphasizes interpersonal relations.

<p>employee</p> Signup and view all the answers

Match the following behavioral dimensions with their descriptions:

<p>Initiating structure = Defining roles to attain goals Consideration = Building mutual trust with employees Employee-oriented = Focusing on personnel needs Production-oriented = Emphasizing task aspects of work</p> Signup and view all the answers

Which statement best describes the relationship between leadership traits and effectiveness?

<p>Traits primarily predict leader emergence but less so effectiveness. (B)</p> Signup and view all the answers

Great leaders may share a definitive list of characteristics.

<p>False (B)</p> Signup and view all the answers

What is one key aspect that great leaders do to maximize their teams?

<p>Invest in strengths.</p> Signup and view all the answers

The Blake and Mouton model considers both concern for _____ and concern for people.

<p>production</p> Signup and view all the answers

According to the behavioral theories, what is a characteristic of a 'Produce or Perish' leadership style?

<p>High concern for production (B)</p> Signup and view all the answers

Flashcards

Functional structure

A type of organization structure where tasks are divided into specialized jobs grouped by function (e.g., marketing, finance), with a clear chain of command and centralized decision-making.

Divisional structure

A type of organization structure where employees are grouped based on the products, services, customers, or geographical location they serve, creating separate divisions for each.

Matrix structure

An organizational structure that combines functional and product departmentalization, with a dual chain of command. Employees report to both a functional manager and a product manager.

Simple/Flat structure

An organizational structure known for its simplicity, low departmentalization, wide spans of control, centralized authority, and limited formalization.

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Bureaucracy

An organizational structure characterized by highly specialized tasks, formalized rules and regulations, departmentalization, centralized authority, narrow spans of control, and a strict chain of command.

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Formalization

The degree to which formal rules and procedures dictate employee actions. High formalization means strict rules, while low formalization allows for more discretion.

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Centralization/Decentralization

The extent to which decision-making authority is concentrated at higher levels (centralization) or distributed among lower levels (decentralization).

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Mechanistic Structure

A type of organizational structure characterized by strict hierarchy, defined roles, and centralized decision-making.

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Organic Structure

A type of organizational structure that is flexible, adaptable, and emphasizes decentralized decision-making.

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Leadership

The ability to influence a group towards achieving a shared vision or goals.

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Trait Theories of Leadership

Leadership theories that focus on identifying personality traits associated with effective leadership.

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Behavioral Theories of Leadership

Leadership theories that examine specific behaviors exhibited by effective leaders.

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Contingency Theories of Leadership

Leadership theories that emphasize the importance of situational factors in determining effective leadership.

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Innovation Strategy

An organizational strategy that focuses on introducing new products or services.

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Cost-Minimization Strategy

An organizational strategy that prioritizes cost control and efficiency over innovation or marketing.

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Rewarding Desired Outcomes

Giving individuals what they want when they perform well. It's about motivating people by clearly linking their efforts to desired outcomes.

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Vision Statement

A clear, formal strategy that outlines a long-term vision for achieving goals. It links past experiences, present actions, and future aspirations. It's inspirational, value-centered, realistic, and often uses powerful imagery and language.

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Charismatic Leadership

A leadership style that inspires and motivates followers by embodying heroic qualities and extraordinary abilities. They inspire, energize, and empower followers to achieve great things.

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Charismatic Leader Qualities

Leaders who are charismatic possess four key characteristics: they have a clear vision, are willing to take risks for their vision, understand the needs of their followers, and exhibit exceptional behaviors.

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How Charismatic Leaders Influence

Charismatic leaders influence followers by articulating a compelling vision, setting high expectations, modeling desired values, and creating a shared sense of purpose.

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Impact of AI on Leadership

Leadership is evolving due to the increasing use of AI. AI can handle complex tasks like processing information, making it more valuable for decision-making. However, soft skills are becoming even more crucial for leaders, like personality, attitudes, and social skills.

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Extroversion

A personality trait characterized by an outgoing and socially confident nature. Leaders with high extroversion tend to be assertive, talkative, and enjoy being around people.

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Conscientiousness

This trait reflects a focus on organization, discipline, and responsibility. Leaders with high conscientiousness are dependable, detail-oriented, and strive for excellence.

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Openness

This trait involves being open to new experiences, ideas, and perspectives. Leaders with high openness are curious, imaginative, and adaptable.

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Emotional Intelligence

Emotional intelligence involves understanding and managing one's own emotions and those of others. It helps leaders build strong teams, manage conflict effectively, and motivate others.

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Initiating Structure

This dimension refers to the extent to which a leader defines roles and structures work processes to achieve organizational goals. Leaders high in initiating structure provide clear expectations and guidance.

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Consideration

This dimension focuses on building relationships, fostering teamwork, and considering the well-being of employees. Leaders high in consideration demonstrate empathy, respect, and trust.

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Ohio State vs. Michigan Studies

The Ohio State Studies and the University of Michigan Studies both identified two core dimensions of leadership behavior: one focusing on task-oriented behaviors and the other on relationship-oriented behaviors.

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Contingency Leadership

A leadership style that adapts to the situation, considering factors like follower readiness and task complexity.

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Fiedler Contingency Model

A model that proposes that effective group performance depends on the match between a leader's style and the situational control they have.

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Leader-Member Relations

The degree to which team members trust and respect their leader.

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Task Structure

The extent to which tasks are structured and clear, with defined procedures and goals.

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Position Power

The level of power a leader possesses, including control over hiring, firing, and promotions.

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Hersey and Blanchard's Situational Theory

A model that suggests leaders should adapt their style based on the follower's readiness level (ability and willingness).

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Follower Readiness

The degree to which followers are capable of performing a task and are willing to accept responsibility.

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Path-Goal Theory

A theory that focuses on how leaders can influence followers to achieve organizational goals by clarifying paths to rewards and reducing obstacles.

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Desired Outcomes

The outcomes or rewards that followers desire, such as recognition, promotions, or job security.

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Path Obstacles

Obstacles or barriers that hinder followers from achieving desired goals.

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Study Notes

Organizational Structure

  • Organizational structure defines how job tasks are formally divided, grouped, and coordinated.
  • Key questions in organizational structure include:
    • To what degree are tasks subdivided into separate jobs?
    • On what basis will jobs be grouped?
    • To whom do individuals and groups report?
    • How many individuals can a manager effectively direct?
    • Where does decision-making authority lie?
    • To what degree will there be rules and regulations?
    • Do individuals from different areas need to regularly interact?
  • Answers to these questions outline various structures, including work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Boundary spanning is another significant aspect.

Organizational Structure Types

  • Bureaucratic: Hierarchical structure with clear lines of authority, high formalization, and specialization.
  • Flat: Decentralized structure with wide spans of control and limited formalization.
  • Matrix: Combines functional and product departmentalization, creating a dual chain of command.

Simple/Flat Structure

  • Characterized by low departmentalization, wide spans of control, and centralized authority.
  • Strengths: Simple, fast, flexible, inexpensive, and clear accountability.
  • Weaknesses: Can be slow in decision-making in large organizations, risky as it relies on a single person, and problematic if the leader is not strong. Best suited to small organizations.

Bureaucracy

  • Structure with standardized activities, economies of scale, and lower employee costs.
  • Strengths: Efficient performance of standardized activities, economical economies of scale, and minimum duplication of personnel and equipment. Lower quality employees are acceptable, reducing costs.
  • Weaknesses: Subunit conflicts, obsessive concern with rules, frozen processes, and hampered innovation.

Bureaucracy (Functional and Divisional):

  • Functional: Groups employees by their similar specialties, roles, or tasks.
  • Divisional: Groups employees into units by product, service, customer, or geographical market area.

Matrix Structure

  • Combines functional and product departmentalization with a dual chain of command.
  • Advantages: Facilitates coordination when there are many activities; provides more communication; allocates specialists efficiently.
  • Disadvantages: Power struggles, confusion, and stress.

Mechanistic vs. Organic Structure

  • Mechanistic: High specialization, rigid departmentalization, clear chain of command, narrow spans of control, centralization, and high formalization.
  • Organic: Cross-functional teams, cross-hierarchical teams, free flow of information, wide spans of control, decentralization, and low formalization.

Reasons for Structural Differences

  • Organizational strategy (e.g., innovation, cost-minimization).
  • Size.
  • Technology.
  • Environment (suppliers, customers, competitors).
  • Institutions

Leadership

  • Leadership is the ability to influence a group toward the achievement of a vision or set of goals. Formal and non-sanctioned leadership are two types.
  • Effective leadership requires challenging the status quo, envisioning the future, motivating others, and establishing efficient organizational structures. The role of day-to-day operations is important.

Leadership Theories

  • Trait theories: Focus on distinguishing characteristics of leaders.
  • Behavioral theories: Examine the behaviors of leaders.
  • Contingency theories: Analyze how effective leadership depends on the situation.

Approaches to Leadership

  • Contingency: (Situational) Leadership, focusing on context and matching leader style to situation:
    • Fiedler Contingency Model
    • Hersey and Blanchard's Situational Theory
    • Path-Goal Theory

Further Leadership Topics

  • Charismatic: Leaders who inspire others and have personal, vision-driven qualities.

  • Transformational: Leaders who inspire followers to transcend self-interests and can effect profound change.

  • Authentic: Leaders who know themselves, their values, and beliefs, acting transparently on those principles.

  • Servant: Leaders who focus on serving followers' needs and assisting in their growth.

  • Mentoring: Guiding less experienced employees.

  • Great Leaders and Managers: Focus on strengths, surrounding oneself with good people, understanding followers, and demonstrating trust, compassion, stability, and hope.

  • Followership: Emphasizes developing the qualities of a great follower to facilitate leadership.

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Description

Explore the essential aspects of organizational structure, including task division, job grouping, and reporting relationships. This quiz delves into different structures such as bureaucratic and flat, along with concepts like span of control and centralization. Understand how these elements influence decision-making and interactions within an organization.

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