Organizing (also spelled organising) is the act of rearranging elements following one or

more rules.

Anything is commonly considered organized when it looks like everything has a correct
order or placement. But it's only ultimately organized if any element has no difference on
time taken to find it. In that sense, organizing can also be defined as to place different
objects in logical arrangement for better searching.

Organizations are groups of people frequently trying to organize some specific subject,
such as political issues.Contents [hide]
1 History
2 Nature of organization
2.1 Division of work or specialization
2.2 Orientation towards goals
2.3 Composition of individuals and groups
2.4 Differentiated functions
2.5 Continuous process
3 Purpose of organization
3.1 Helps to achieve organizational goal
3.2 Optimum use of resources
3.3 To perform managerial function
3.4 Facilitates growth and diversification
3.5 Human treatment of employees
4 Applications
4.1 Structure
4.2 Work specialization
4.3 Chain of command
4.4 Authority, responsibility, and accountability
4.5 Delegation
4.6 Types of authority (and responsibility)
4.7 Span of management
4.8 Tall versus flat structure
4.9 Centralization, decentralization, and formalization
4.10 Departmentalization
4.11 Importance of organizing
5 See also
6 References

[edit]
History

Historically, humanity has always tried to organize itself. The organizing of information
can be seen since the time humans began to write. Prior to that, history was passed down
through song and word. Be it with religion, books and spoken word, science, through
journals and studies, or in many other ways, organizing not only is history, but also helps
communicate history. Writing ideas in a book, as opposed to verbally communicating
with someone, and more specifically cataloging ideas and thoughts, is also an attempt to
organize information.

Science books are notable by their organization of a specific subject. Encyclopedias,

instead, usually try to organize any subject into one place, for faster indexing and seeking
of meanings.
[edit]
Nature of organization

The following are the important characteristics of organization.

[edit]
Division of work or specialization

The entire philosophy of organization depends on the concept of specialization and

division of work. In specialization, various activities are assigned to different people who
are specialists in that area. Specialization improves efficiency. Thus, organization helps
in division of work and assigning duties to different people.
[edit]
Orientation towards goals

Every organization has its own purposes and objectives. Organizing is the function
employed to achieve the overall goals of the organization. Organization harmonizes the
individual goals of the employees with overall objectives of the firm.
[edit]
Composition of individuals and groups

Individuals form a group and the groups form an organization. Thus, organization is the
composition of individual and groups. Individuals are grouped into departments and their
work is coordinated and directed towards organizational goals.
[edit]
Differentiated functions

The organization divides the entire work and assigns the tasks to individuals in order to
achieve the organizational objectives; each one has to perform a different task and tasks
of one individual must be coordinated with the tasks of others. Collecting these tasks at
the final stage is called integration.
[edit]
Continuous process

An organization is a group of people with defined relationship to each other that allows
them to work together achieve the goals of the organization. This relationship do not
come to end after completing a task. Organization is a never ending process.
[edit]
Purpose of organization
[edit]
Helps to achieve organizational goal
Organization is employed to achieve the overall objectives of business firms.
Organization focuses attention of individuals objectives towards overall objectives.
[edit]
Optimum use of resources

To make optimum use of resources such as men, material, money, machine and method,
it is necessary to design an organization properly. Work should be divided and right
people should be given right jobs to reduce the wastage of resources in an organization.
[edit]
To perform managerial function

Planning, Organizing, Staffing, Directing and Controlling cannot be implemented without

proper organization.
[edit]
Facilitates growth and diversification

A good organization structure is essential for expanding business activity. Organization

structure determines the input resources needed for expansion of a business activity
similarly organization is essential for product diversification such as establishing a new
product line.
[edit]
Human treatment of employees

Organization has to operate for the betterment of employees and must not encourage
monotony of work due to higher degree of specialization. Now, organization has adapted
the modern concept of systems approach based on human relations and it discards the
traditional productivity and specialization approach.
[edit]
Applications

Organizing, in companies point of view, is the management function that usually follows
after planning. And it involves the assignment of tasks, the grouping of tasks into
departments and the assignment of authority and allocation of resources across the
organization.
[edit]
Structure

The framework in which the organization defines how tasks are divided, resources are
deployed, and departments are coordinated.
A set of formal tasks assigned to individuals and departments.
Formal reporting relationships, including lines of authority, decision responsibility,
number of hierarchical levels and span of managers control.
The design of systems to ensure effective coordination of employees across departments.
[edit]
Work specialization
Work specialization (also called division of labour) is the degree to which organizational
tasks are sub-divided into individual jobs. With too much specialization, employees are
isolated and do only a single, tiny, boring job. Many organizations enlarge jobs or rotate
assigned tasks to provide greater challenges.
[edit]
Chain of command

The chain of command is the unbroken line of authority that links all individuals in an
organization, and specifies who reports to whom.
Unity of Command - one employee is held accountable to only one supervisor
Scalar principle - clearly defined line of authority in the organization that includes all
employees
[edit]
Authority, responsibility, and accountability
Authority is a manager's formal and legitimate right to make decisions, issue orders, and
allocate resources to achieve organizationally desired outcomes.
Responsibility means an employee's duty to perform assigned task or activities.
Accountability means that those with authority and responsibility must report and justify
task outcomes to those above them in the chain of command.
[edit]
Delegation

Delegation is the process managers use to transfer authority and responsibility to

positions below them. Organizations today tend to encourage delegation from highest to
lowest possible levels. Delegation can improve flexibility to meet customers’ needs and
adaptation to competitive environments. Managers often find delegation difficult
[edit]
Types of authority (and responsibility)

Line authority managers have the formal power to direct and control immediate
subordinates. The superior issues orders and is responsible for the result—the subordinate
obeys and is responsible only for executing the order according to instructions.

Functional authority is where managers have formal power over a specific subset of
activities. For instance, the Production Manager may have the line authority to decide
whether and when a new machine is needed but the Controller demands that a Capital
Expenditure Proposal is submitted first, showing that the investment will have a yield of
at least x%; or, a legal department may have functional authority to interfere in any
activity that could have legal consequences. This authority would not be functional but it
would rather be staff authority if such interference is "advice" rather than "order".

Staff authority is granted to staff specialists in their areas of expertise. It is not a real
authority in the sense that a staff manager does not order or instruct but simply advises,
recommends, and counsels in the staff specialists' area of expertise and is responsible
only for the quality of the advice (to be in line with the respective professional standards
etc.) It is a communication relationship with management. It has an influence that derives
indirectly from line authority at a higher level.
[edit]
Span of management

Factors influencing larger span of management.

Work performed by subordinates is stable and routine.
Subordinates perform similar work tasks.
Subordinates are concentrated in a single location.
Subordinates are highly trained and need little direction in performing tasks.
Rules and procedures defining task activities are available.
Support systems and personnel are available for the managers.
Little time is required in non-supervisory activities such as coordination with other
departments or planning.
Managers' personal preferences and styles favour a large span.
[edit]
Tall versus flat structure
Tall - A management structure characterized by an overall narrow span of management
and a relatively large number of hierarchical levels. Tight control. Reduced
communication overhead.
Flat - A management structure characterized by a wide span of control and relatively few
hierarchical levels. Loose control. Facilitates delegation.
[edit]
Centralization, decentralization, and formalization
Centralization - The location of decision making authority near top organizational levels.
Decentralization - The location of decision making authority near lower organizational
levels.
Formalization - The written documentation used to direct and control employees.
[edit]
Departmentalization

Departmentalization is the basis on which individuals are grouped into departments and
departments into total organizations. Approach options include:
Functional - by common skills and work tasks
Divisional - common product, program or geographical location
Matrix - combination of Functional and Divisional
Team - to accomplish specific tasks
Network - departments are independent providing functions for a central core breaker
[edit]
Importance of organizing
Organizations are often troubled by how to organize, particularly when a new strategy is
developed
Changing market conditions or new technology requires change
Organizations seek efficiencies through improvements in organizing
Organizing is the function of management which follows planning. It is a function in
which the synchronization and combination of human, physical and financial resources
takes place. All the three resources are important to get results. Therefore, organizational
function helps in achievement of results which in fact is important for the functioning of
a concern. According to Chester Barnard, “Organizing is a function by which the concern
is able to define the role positions, the jobs related and the co- ordination between
authority and responsibility. Hence, a manager always has to organize in order to get
results.

A manager performs organizing function with the help of following steps:-

Identification of activities - All the activities which have to be performed in a concern

have to be identified first. For example, preparation of accounts, making sales, record
keeping, quality control, inventory control, etc. All these activities have to be grouped
and classified into units.

Departmentally organizing the activities - In this step, the manager tries to combine and
group similar and related activities into units or departments. This organization of
dividing the whole concern into independent units and departments is called
departmentation.

Classifying the authority - Once the departments are made, the manager likes to classify
the powers and its extent to the managers. This activity of giving a rank in order to the
managerial positions is called hierarchy. The top management is into formulation of
policies, the middle level management into departmental supervision and lower level
management into supervision of foremen. The clarification of authority help in bringing
efficiency in the running of a concern. This helps in achieving efficiency in the running
of a concern. This helps in avoiding wastage of time, money, effort, in avoidance of
duplication or overlapping of efforts and this helps in bringing smoothness in a concern’s
working.

Co-ordination between authority and responsibility - Relationships are established among

various groups to enable smooth interaction toward the achievment of the organizational
goal. Each individual is made aware of his authority and he/she knows whom they have
to take orders from and to whom they are accountable and to whom they have to report.
A clear organizational structure is drawn and all the employees are made aware of it.
Organizing

It is the process of bringing together physical, financial and human resources and
developing productive relationship amongst them for achievement of organizational
goals. According to Henry Fayol, “To organize a business is to provide it with everything
useful or its functioning i.e. raw material, tools, capital and personnel’s”. To organize a
business involves determining & providing human and non-human resources to the
organizational structure. Organizing as a process involves:
Identification of activities.
Classification of grouping of activities.
Assignment of duties.
Delegation of authority and creation of responsibility.
Coordinating authority and responsibility relationships.
Staffing

It is the function of manning the organization structure and keeping it manned. Staffing
has assumed greater importance in the recent years due to advancement of technology,
increase in size of business, complexity of human behavior etc. The main purpose o
staffing is to put right man on right job i.e. square pegs in square holes and round pegs in
round holes. According to Kootz & O’Donell, “Managerial function of staffing involves
manning the organization structure through proper and effective selection, appraisal &
development of personnel to fill the roles designed un the structure”. Staffing involves:
Manpower Planning (estimating man power in terms of searching, choose the person and
giving the right place).
Recruitment, selection & placement.
Training & development.
Remuneration.
Performance appraisal.
Promotions & transfer.
Directing

It is that part of managerial function which actuates the organizational methods to work
efficiently for achievement of organizational purposes. It is considered life-spark of the
enterprise which sets it in motion the action of people because planning, organizing and
staffing are the mere preparations for doing the work. Direction is that inert-personnel
aspect of management which deals directly with influencing, guiding, supervising,
motivating sub-ordinate for the achievement of organizational goals. Direction has
following elements:
Supervision
Motivation
Leadership
Communication

Supervision- implies overseeing the work of subordinates by their superiors. It is the act
of watching & directing work & workers.

Motivation- means inspiring, stimulating or encouraging the sub-ordinates with zeal to

work. Positive, negative, monetary, non-monetary incentives may be used for this
purpose.

Leadership- may be defined as a process by which manager guides and influences the
work of subordinates in desired direction.

Communications- is the process of passing information, experience, opinion etc from one
person to another. It is a bridge of understanding.
Controlling

It implies measurement of accomplishment against the standards and correction of

deviation if any to ensure achievement of organizational goals. The purpose of
controlling is to ensure that everything occurs in conformities with the standards. An
efficient system of control helps to predict deviations before they actually occur.
According to Theo Haimann, “Controlling is the process of checking whether or not
proper progress is being made towards the objectives and goals and acting if necessary, to
correct any deviation”. According to Koontz & O’Donell “Controlling is the
measurement & correction of performance activities of subordinates in order to make
sure that the enterprise objectives and plans desired to obtain them as being
accomplished”. Therefore controlling has following steps:
Establishment of standard performance.
Measurement of actual performance.
Comparison of actual performance with the standards and finding out deviation if any.
Corrective action.

Staffing.

It is the selection of the right mix of personnel for a particular job or placement in an
organization Anonymous

Staffing Function of Management

The managerial function of staffing involves manning the organization structure through
proper and effective selection, appraisal and development of the personnels to fill the
roles assigned to the employers/workforce.

According to Theo Haimann, “Staffing pertains to recruitment, selection, development

and compensation of subordinates.”
Nature of Staffing Function

Staffing is an important managerial function- Staffing function is the most important

mangerial act along with planning, organizing, directing and controlling. The operations
of these four functions depend upon the manpower which is available through staffing
function.

Staffing is a pervasive activity- As staffing function is carried out by all mangers and in
all types of concerns where business activities are carried out.

Staffing is a continuous activity- This is because staffing function continues throughout

the life of an organization due to the transfers and promotions that take place.
The basis of staffing function is efficient management of personnels- Human resources
can be efficiently managed by a system or proper procedure, that is, recruitment,
selection, placement, training and development, providing remuneration, etc.

Staffing helps in placing right men at the right job. It can be done effectively through
proper recruitment procedures and then finally selecting the most suitable candidate as
per the job requirements.

Staffing is performed by all managers depending upon the nature of business, size of the
company, qualifications and skills of managers,etc. In small companies, the top
management generally performs this function.In medium and small scale enterprise, it is
performed especially by the personnel department of that concern.
After an organization's structural design is in place, it needs people with the right skills,
knowledge, and abilities to fill in that structure. People are an organization's most
important resource, because people either create or undermine an organization's
reputation for quality in both products and service.

In addition, an organization must respond to change effectively in order to remain

competitive. The right staff can carry an organization through a period of change and
ensure its future success. Because of the importance of hiring and maintaining a
committed and competent staff, effective human resource management is crucial to the
success of all organizations.

Human resource management (HRM), or staffing, is the management function devoted to

acquiring, training, appraising, and compensating employees. In effect, all managers are
human resource managers, although human resource specialists may perform some of
these activities in large organizations. Solid HRM practices can mold a company's
workforce into a motivated and committed team capable of managing change effectively
and achieving the organizational objectives.

Understanding the fundamentals of HRM can help any manager lead more effectively.
Every manager should understand the following three principles:

All managers are human resource managers.

Employees are much more important assets than buildings or equipment; good employees
give a company the competitive edge.

Human resource management is a matching process; it must match the needs of the
organization with the needs of the employee.
Management functions
 There are many different activities that mangers perform into a few conceptual
categories that are now called as management function. There are six management
functions, they are.
Ø Planning
Ø Organizing
Ø Coordinating
Ø Staffing
Ø Directing
Ø Controlling

Planning

In this function it establishes goals and objectives to pursue during a future period. The
planning function spans all levels of management. Top managers are involved in strategic
planning that sets board, long-range goals for an organization. These goals become the
basis for short-range, annual operational planning; during which top and middle
managers determine specific departmental objectives that will help the organization
makes progress toward the broader, long-range goals.

Organizing

In this function it typically follows planning and reflects how the organization tries to
accomplish its goals and objectives. In relation to the structure of a company, organizing
involves the assignment of tasks, the grouping of tasks into departments and the
allocation of resources to departments. Organizing also involves establishing the flow of
authority and communication between position and levels within the organization. Top
manager performs these activities. Like wise middle manager and supervisors organize
the tasks to create positions within their departments. Job analysis and job design
activities are organizing function.

Coordinating

In this function coordinating refers to management activities related to achieving an

efficient use of resources to attain the organization's goals and objectives.

Staffing

In this function staffing refers to the fundamental cycle of human resources activities,
determining human resource needs, and recruiting, selecting, hiring, training, and
developing staff members.

Directing
In this function directing is also referred to as leading, it involves influencing division,
departments, and individual staff members to accomplish the organization's goals and
objectives.

Controlling

In this function manager performing the controlling management function translate

organizational goals and objectives into performance standards for divisions, department
and individual position. Controlling also involves assessing actual performance against
standards to determine whether the organization is on target to reach its goals and taking
corrective actions as necessary. Managers practicing the evaluative component of
controlling assess how well the organization has achieved its objectives.
Leading as a Management Function
An Effective Leader is Key to a Successful Workplace
Jun 9, 2009
Heather Rothbauer-Wanish

Leaders Effectively Communicate with Employees - Ian Britton

A good leader inspires employees, boosts morale and encourages effective
communication among employees. Excellent leadership can even increase the
organization's income.

As one of the four functions of management, leading can be both extremely important
and challenging. Along with planning, organizing and controlling, all managers will
execute these four functions of management. From managing a local store to managing a
large corporation, every manager will perform each of the functions at some point in their
jobs.
Leading Means Inspiring

A manager should strive to become an inspiration to the rest of the employees.

Employees will follow a manager because the manager is the boss. However, a manager
that is an inspiration means that employees follow that person because they believe in
what the manager is doing and they are trying to help the company achieve its goals.
Finding ways to inspire employees means coaching them and motivating them to succeed
as integral parts of the company.
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Leading Affects Morale

The way a manager leads greatly affects employee morale within the department and
company as a whole. Managers should create a climate that encourages new ideas and
employee input. The more the employees feel that they have a say in the company, the
more they will be willing to share ideas and attempt to find better ways to improve
processes. For example, a good manager may reward employees with monetary or benefit
incentives if they can increase output of a product. Another idea is a treasure box of
goodies. Managers can set a goal early in the week and employees who meet the goal by
the end of the week are allowed to take a prize from the treasure box.
Leading is Key to Effective Communication

For a manager to be an effective leader, he or she must also be an effective

communicator. A manager that shares information and lets employees know the latest
news in the company is someone that is deemed trustworthy by his or her employees.
Employees feel little loyalty or trust towards a manager who does not readily give out
information.
Read on
Leading Versus Managing
Corporate Branding Through Employee Engagement
Tips for Good Business Leadership and Management
Leading Effectively Contributes More to the Bottom Line

An effective leader inspires employees, which allows those employees to feel like they
are making a meaningful contribution to the company. Satisfied employees generally
work harder and take more ownership in their job positions. This can mean happy
customers and a higher level of customer service.

Great leaders in an organization affect the employees they supervise, but they also inspire
those in other parts of the company. Effective leadership is infectious and should be
spread to as many areas of the organization as possible; doing this will result in a highly-
coordinated effort to please both customers and employees.
Leading Function of Management

Posted by Matt on Feb 17, 2009 • (0)

G
ood leaders are the key to large-scale community organizing. They do not tell other
people what to do, but help others to take charge. They do not grab center stage, but
nudge others into the limelight. They are not interested in being The Leader, but in trying
to create more leaders. They recognize that only by creating more leaders can an
organizing effort expand.

Lead by creating an example to follow

Some leaders are larger-than-life heroes. Some deliver inspirational speeches. Others are
excellent organizers. But many leaders inspire others to follow by setting an example.
When Rosa Parks refused to give up a bus seat reserved for white people, others followed
her example in such numbers that it blossomed into the civil rights movement.
Divide-up and delegate work
Divide tasks into bite-sized chunks, then discuss who will do each chunk. Make sure
everyone has the ability to carry out their task, then let them carry it out in their own way.
Have someone check on progress. People do not feel good about doing a job if nobody
cares whether it gets done.

Appreciate all contributions, no matter how small Recognize people’s efforts in

conversations, at meetings, in newsletters, and with tokens of appreciation: thank-you
notes, certificates, and awards for special efforts.

Welcome criticism
Accepting criticism may be difficult for some leaders, but members need to feel they can
be critical without being attacked.

Help people to believe in themselves

A leader builds people’s confidence that they can accomplish what they have never
accomplished before. The unflagging optimism of a good leader energizes everyone.
Inspire trust. People will not follow those they do not trust. Always maintain the highest
standards of honesty. Good leaders reveal their potential conflicts of interest and air
doubts about their own personal limitations.

Herald a higher purpose

People often volunteer to serve some higher purpose. A leader should be able to
articulate this purpose, to hold it up as a glowing beacon whenever the occasion demands.
A good leader will celebrate every grassroots victory as an example of what can happen
when people work together for a common good.
Heralding a higher purpose may require some practice at heralding. Recognized leaders
are usually good at public speaking. In Canada, a surprising number of activist leaders
belong to Toastmasters!
Leading.
The third function of management is leading. It is possible said that this function having
the unique characteristic comparing to other functions. The leading function employ the
humanistic perspective and requireless systematic process for analytical as other
functions. The leading function recently can be called: Leading- to Inspire Effort.
(Dessler, G 2002) First of all, we must understand the keyword of the function.
“Leadership”

Planning Ahead
What is leadership?
What are the important leadership models and theories?
What are current directions in leadership development?

Today…Leadership
 The face of leadership is changing, because the business’s environment. Today,
managers must make quicker, more accurate decisions in a consensus building and
teamwork environment.
Definitions
Leadership is a complex process by which a person influences others to accomplish a
mission, task, and objective and directs the organization in a way that makes it more
cohesive and coherent.
Leadership is the ability to influence a group towards the achievement of goals.
Leader can create the memory &shadows of leadership create a certain atmosphere or
climate. Leaders not only face to face impact on people.
As the study about leadership is being more emphasize during 50 years and the way
leader perform their work was directly affect by the environmental setting as follow;
Definition of leadership during 50 years
Leadership is “the behavior of an individual…directing the activities of a group toward a
shared goal” (Hemphill &Coons, 1957)
Explanation: During the 1950s review leadership as the behavior for directing
activity in organization. Then the next 20 year, the leader still be someone who carry on
the routine directive in organization
Leadership is the influential increment over and above mechanical compliance with the
routine directives or organization (Katz&Kahn, 1978)
Explanation: However, in 1980s review leadership as the process, which mean the
Leadership study is being more systematic
Leadership is the process of influencing the activities of an organized group toward goal
achievement (Rauch & Behling, 1984)
Explanation: In 1990, Leadership was reviewed as the process that not only
managers have to direct, but also, he shares idea and commitment from staff in
organization. Leader is the change agent in organization.
Leadership is a process of giving purpose (Meaningful direction) to collective effort, and
sourcing willing effort to be expanded to achieve purpose (Jacob&Jaques, 1990)
Leadership... Is the ability to step outside the culture...? To start evolutionary change
process that are more adaptive (Schein, 1992)
Leadership is the process of making sense of what people are doing together so that
people will understand and be committed (Drath & Palus, 1994)

What is Leadership?
Leadership and Vision
Leadership
process of inspiring others to work hard to accomplish important tasks
Vision
someone who has clear sense of future
Building Blocks of Being a Leader
source:Dessler, G. A Framework for management. Prentice hall, New Jersey, 2002.

Apart from the definition that show the development of the field of study, there are
many leadership theories that also show the development.
6.3 Leadership Theories
The leadership literatures are voluminous, and much of is confusing and contradictory.
We can separate it into 3 leading theories to explain how people become leaders.
The first one explains the leadership development for a small number of people which is
the Trait Theory (Some personality traits may lead people naturally into leadership roles.)
Search for Leadership Traits.
For person that inherits the ability for being a leader might have the following traits.
drive
desire to lead
motivation
honesty and integrity
self-confidence
intelligence and knowledge
flexibility
Trait theories.
For the trait theory, Myers-Briggs: Type Indicator (MBTI) have identify there are 16
personality types of people whose have different styles and level for being leader. The
Myers-Briggs theory is compound of.
Extraverts VS Introverts
Sensers VS iNtuitives
Thinkers VS Feelers
Judgers VS Perceivers
For example the ENFJ is an outstanding leader of groups, both task groups and growth
groups. ..Found in only about 5% of population the most rarely to find in the personality
trait. However there are some awareness as followed,

Awareness
Trait alone are not sufficient for explain leader. It’s depend upon action that it’s right or
not.
Western scholars developed many Leadership theories. So it’s might hardly to explain
leader in Asian countries.
Leader is related to power, leaders without power are really not leaders because they have
no chance to influence anyone to do anything. Leaders in organization normally derive
much of their power from their formal opposition and the ability to allocate reward. In
some cases, leaders may have expert are referent power depend upon their individual
charismatic.
Behavioral Theories
To find out what's manager do or exhibit on the job and compare action of manager.
The behavioral theory differs to trait theory in terms of the application terms. For
trait theory: the leader is naturally born but behavioral theory is something that we can
train.

Many schools study about behavioral theory as follows.

Ohio State Studies
The most comprehensive and replicated of the behavioral theory result form research that
began at Ohio State University in the late 1940’s. The study sought to identify
independent dimensions of leader behavior. And formed the 2 categories that substantial
accounted for most of the leadership behavior describe by subordinate which called
Initiating structure and Consideration

Initiating structure
Is leading behavior whereby the person organizes work done.
Consideration
Leader behavior indicative or mutual trust friendship support respect and warmth.

Conclusion
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·ÓãËé¼ÙéÍÂÙè㹡ÅØèÁ¾Íã¨
However, in practical terms in most situations, considerate leaders will have more
satisfied subordinates” (Dessler G.2002)
Behavioral Theories
University of Michigan Studies
The Michigan group also come up with two dimensions of leadership behavior
which are
 Employee -oriented, which associated with higher, group productivity and higher
job satisfaction.

Production- oriented .which tend to be associated with low group productivity and
low worker satisfaction

Participative and Autocratic styles (Kurt Lewin) Leadership style is the manner and
approach of providing direction, implementing plans and motivating people., There are
three different styles of leadership
Participative- share problem with sub as a group
Autocratic- solve problem and make decision by themselves based upon information
available.
Delegative (Free reign, Laisez Faire) leader allows the employees to make the decision
However the leader is still responsible for the decisions that are made use when employee
can analyze the situation.
Although most leaders use all three styles, one of them becomes the dominate one for
each person.

Sources: Dessler. G.A Framwork of management.Prentice Hall, New Jersey, 2002

Behavioral Theories
The managerial grid
Robert Blake and Jane Mouton. They proposed a managerial grid based on the styles of
concern for people and concern for production, which represent the Ohio State and
Michigan dimension.
the grid is one of the leadership model
The leadership model help us to understand what makes leaders act the way they do in
certain situations, the deal is not lock yourself in a type of behavior discussion

Managerial grid .
The grid has 9 possible positions along each axis, creating 81 different position in which
the leader style may fall the grid dominating factors in a leader’s thinking in regard to
getting results.
9,9 : best manager team Management
9,1 :Task oriented
1,9 :Country club manager care for people but non productive
5,5 :Middle range of manager
1,1: disappear manager

Leadership Models and Theories .

Focus on Leadership Behaviors
Task and People Concerns
task concern
plans and defines work to be done
assigns task responsibilities
sets clear work standards
urges task completion
monitors results
Focus on Leadership Behaviors
Task and People Concerns
people concern
acts warm and supportive
develops social rapport with them
respects their feelings
sensitive to their needs
shows trust in them

Conclusion for behavioral Theories and Awareness from study found as follow .
How behavior related to group. The study focus on the leadership individually by not
consider the employee perspective reflex to the leader
Not flexible enough. Owning to the reason that only one style of leader is employ to
judge people leading behavior.
Contingency Theories (àªÔ§Ê¶Ò¹¡Òóì) .
Regarding to the awareness of behavioral theory. Thus, the theorists have to
consider the situations that reflex the leading style. That entitled "Contingency Theories".
Contingency Theories sometime we call it. (Situational Theories of Leadership)
(µÒÁʶҹ¡Òóì)
There are sub-theories as followed.
Fiedler’s Contingency Theory of Leadership - Position power, task structure, and leader-
member relations.
Path-Goal Leadership Theory
Expectancy theory of motivation.
Leader-Member Exchange Theory
Using different styles of leadership with different members of the same workgroup.
The situational Leadership Model
The Vroom Jago Yetton Model
The Four Framework Approach

Leadership Models and Theories.

Fiedler’s Contingency Model
good leadership depends on a match between leadership and situational demands
least-preferred coworker scale (LPC)
Fiedler’s Contingency Model
Diagnosing situational control
leader-member relations (good or poor)
degree of task structure (high or low)
amount of position (strong or weak)
Fiedler’s Contingency Model
Matching leadership style and situation
task oriented leader is most successful
very favorable (high control)
very unfavorable (low control)
relationship oriented leader is most successful
moderate control situation
Hersey-Blanchard Situational Model
Leaders adjust their styles depending on the readiness of their followers
readiness
how able, willing and confident followers are to perform tasks
Contingency Theories (Situational Theories of Leadership)
There are 2 models of situational leadership.
1.The situational Leadership Model The situational leadership model of leadership
suggest that leadership should adapt his her leadership
style:Delegation, Participation, Selling and Telling to the task.
Leadership Models and Theories
Hersey-Blanchard Leadership Styles
Delegating
Participating
Selling
Telling

Situational Leadership Model

source:Dessler, G. A Framework for management. Prentice hall, New Jersey, 2002.
Leadership Models and Theories
Matching Hersey-Blanchard Leadership Styles to Follower Readiness
Delegating = high readiness
Participating = moderate to high readiness
Selling = low to moderate readiness
Telling = low readiness
2. The Vroom Jago Yetton Model
(Leader-participation model)
they developed a leadership model that enables a leader to analyze a situation and decide
whether it is right for participation. The technique includes a set of management decision
styles, a set of diagnostic question and a decision tree for identifying how much
participation is called for a situation.

Contingency Theories (Situational Theories of Leadership)

Path-Goal Leadership Theory :
Path Goal theory of leadership developed by House, is based upon expectancy theory,
which states whether a person will be motivated depends on whether the person believes
he/she has the ability to accomplish a task and his her desire to do.The theory conclude
that leaders should increase the personal rewards subordinate receive for attaining goals
and make path of those goals easier to follow.The leadership style depend upon the
situation leader must flexible and adopt the style that require.

Leadership Models and Theories

 House’s Path-Goal Leadership Theory
directive
supportive
achievement-oriented
participative
Directions in Leadership Development
From the 3 theories, can form the Directions in Leadership Development as follow
1.Transformational
2.Transactional
What is Transformational Leadership?
Use of charisma and related qualities to raise aspirations and shift people and
organizational systems into new high-performance patterns
Transactional Leadership
Use of tasks, rewards and structures to help followers meet their needs while working to
accomplish organizational objectives
Qualities of Transformational Leaders
vision
charisma
symbolism
empowerment
intellectual stimulation
integrity
Emotional Intelligence (EI)
ability to understand and deal well with emotions at work
threshold capabilities are technical or knowledge-based skills
excellence in leadership depends on EI
can be learned

Trends in Leadership Development

Gender and Leadership (Dessler,G,Schermerhorn)
Women may be more prone to democratic and participative behaviors
Men may be more transactional

Gender Differences
Inaccurate stereotypes - Women generally seen as less capable leaders.
Leader behaviors - Few measurable differences in behavior between men and women
managers.
Performance - Women perform similarly to men.
Gender advantage - Women often score higher on patience, relationship development,
and communication, all necessary leadership skills.
Forces
A good leader uses all three styles, depending on what forces are involved between the
followers, the leader and the situation. Some examples include:
new employee
team worker show know their job
Employee who know more about the job
Using all three: Telling your employees that a procedure is not working correctly and a
new one must be establish (Authoritarian) Asking for their ideas and input on creating a
new procedure (Participative). Delegating tasks in order to implement the new procedure
(Delegative)
Leadership and Power
Power
ability to get someone else to do what you want them to

Position Power
Reward
influence through rewards
Coercive
influence through punishment
Legitimate
influence through authority

Personal Power
Expert
influence through special expertise
Referent
influence through identification
Leadership and Empowerment
1.Empowerment
Process through which mangers enable and help others to gain power and achieve
influence with in the organization.
when employees feel powerful they are more willing to make decisions and take action
Building Trust: The Essence of Leadership
Deterrence based trust
Trust based of fear
Knowledge base trust
Identification based trust.
Trust based on an emotional connection
Forces that influence that style to be used included a number of things as
How much time is available
Are relations based on respect and trust or the disrespect
Who has the information
How well your employees are trained and how well you know the task
Internal Conflicts
Stress levels
Type of task. Structure, unstructured, complicate or simple
Laws or established procedure.

Becoming a Leader
Start to think like a leader.
Develop your judgment.
Develop your other leadership traits.
Start to build your power base.
Help others share your vision.
Adapt your style and actions to the situation.
Use your other management skills to help you lead.

Leaders Think Like Leaders

source:Dessler, G. A Framework for management. Prentice hall, New Jersey,2002.

Two Most Important Keys of Leadership
Hay's study examined over 75 key components of employee satisfaction. They found
that:
Trust and confidence in top leadership was the single most reliable predictor of employee
satisfaction in an organization.
Effective communication by leadership in three critical areas (to understand organization,
how to contribute to achieve key business objective, sharing information with employee)
was the key to winning organization trust and confidence
Principles of Leadership
Know yourself and seek self-improvement
Be technically proficient
Seek responsibility and take responsibility for your actions
Make sound and timely decisions
Set the example
Know your people and look out for their well-being
Keep your people informed
Develop a sense of responsibility in your people
Ensure that tasks are understood, supervised and accomplished
rain your people as a team
se the full capabilities of your organization.
Factors of leadership
The four major factors of leadership
Follower -Different people require different styles of leadership You must know your
people the fundamental starting point is having a good understanding of human nature:
need emotions and motivation.
Leader- You must have a honest understanding of who you are, what you know and what
you can do. To be successful you have to convince your followers not your self or your
boss.
Communication-you lead thorough two way communication. Nonverbal is the most
important
Situation -All situation are different What you do in one leadership situation will not
always work in another situation. You must use you judgement to decide the best course
of action and the leadership style needed for each situation.
Attributes
To be a good leader there are things that you must BE, KNOW and DO
BE professional
BE a professional who possess good character traits
KNOW the four factors of leadership
KNOW yourself
KNOW human Nature
Know your job
KNOW your organization
DO provide direction
DO implement
DO motivate
Environment
Every organization has a particular work environment that dictates to a consideration
degree how its leaders respond to problems and opportunities. This is bought about by a
heritage of its past leaders and its present leaders. Leader exert influence on the
environment by 3 types of action;
The goals and performance standards they establish
The values they establish for the organization
The business and people concepts they establish
There are 2 distinct forces that dictate how to act within an organization:
Culture and Climate.
The culture is the deeply rooted nature of the organization that is a result of long-held
formal and informal systems…Individual leaders cannot easily create or change culture
because culture is a part of the organization.
Climate is the fell of the organization the individual and shared perception and attitude of
the organization’s members. Climate is a short term phenomenon created by the current
leadership, climate represents the beliefs about the “Feel of the organization” by its’
member.
This individual perception of the feel of the organization comes from what the people
believe about the activities that occur in the organization. These activities influence both
individual and team motivation and satisfaction. Such activities include:
How well does the leader clarify the priorities and goals of the organization? What is
expected of us?
What is the system of recognition, rewards and punishments in the organization?
How competent are the leaders?
Are leaders free to make decision?
What will happen if I make a mistake?
Interpersonal Skills.
Listening Skills
Feedback Skills
Empowerment Skills
Negotiation Skills
Effective Presentation Skills.

Avoid doing most of the work

Don’t try to run the whole show or do most of the work. Others will become less
involved. And you will burn out.