Resources: The Art and Science of Leadership, Ch. 3 and Leadership Theories Matrix As a leader, you often need to display or clarify a concept. A matrix is a grid that contains information and offers a visual model of ideas. For this assignment, you will create a matrix that explains leadership theories.  Research the following five leadership theories and include these in your matrix (use the matrix template provided): · Trait theories of leadership · Behavioral theories of leadership · Contingency models of leadership · Skills approaches to leadership · Situational methods of leadership Develop the definition and characteristics of various leadership theories and approaches to leadership (trait leadership, behavioral leadership, contingency leadership, skills leadership and situational leadership). Provide one or more examples to support the definition or characteristics of each form of leadership. Write out your explanations in each section using about 350 words for each leadership theory. Format your Leadership Theory Matrix with the template and consistent with APA guidelines. Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Chapter Ten Managing Organizational Structure and Culture 10-* Organizational StructureOrganizational ArchitectureThe organizational structure, control systems, culture, and human resource management systems that together determine how efficiently and effectively organizational resources are used. * The four functions of managers include organizing, control, leading and planning. To organize and control managers must create an organizational architecture that makes the best use of resources to produce the goods and services customers desire. Organizational architecture is the combination of organizational structure, culture, control systems, and human resource management systems that together determine how efficiently and effectively organizational resources are used. 10-* Designing Organizational StructureOrganizingThe process by which managers establish working relationships among employees to achieve goals.Organizational StructureFormal system of task and reporting relationships showing how workers use resources. * One role managers must undertake is that of organizing. Organizing is the process managers use to establish the structure of working relationships among employees. The organizational structure is the formal system of task and reporting relationships that coordinates and motivates organizational members, so that they work together to achieve organizational goals. It is imperative that management develop an organizational structure that develops a firm’s competitive advantage rather than one that acts as an impediment. 10-* Factors Affecting Organizational Structure Figure 10.1 Managers must develop organizational structures to fit the factors or circumstances that are affecting the company and causing the most organizational u.

1. Resources: The Art and Science of Leadership, Ch. 3 and
Leadership Theories Matrix
As a leader, you often need to display or clarify a concept. A
matrix is a grid that contains information and offers a visual
model of ideas. For this assignment, you will create a matrix
that explains leadership theories.
Research the following five leadership theories and include
these in your matrix (use the matrix template provided):
· Trait theories of leadership
· Behavioral theories of leadership
· Contingency models of leadership
· Skills approaches to leadership
· Situational methods of leadership
Develop the definition and characteristics of various leadership
theories and approaches to leadership (trait leadership,
behavioral leadership, contingency leadership, skills leadership
and situational leadership).
Provide one or more examples to support the definition or
characteristics of each form of leadership.
Write out your explanations in each section using about 350
words for each leadership theory.
Format your Leadership Theory Matrix with the template and
consistent with APA guidelines.
Copyright © 2009 by The McGraw-Hill Companies, Inc. All
rights reserved.
McGraw-Hill/Irwin
Chapter Ten
Managing Organizational Structure and Culture

2. 10-*
Organizational StructureOrganizational ArchitectureThe
organizational structure, control systems, culture, and human
resource management systems that together determine how
efficiently and
effectively
organizational
resources are used.
*
The four functions of managers include organizing, control,
leading and planning. To organize and control managers must
create an organizational architecture that makes the best use of
resources to produce the goods and services customers desire.
Organizational architecture is the combination of organizational
structure, culture, control systems, and human resource
management systems that together determine how efficiently
and effectively organizational resources are used.
10-*
Designing Organizational StructureOrganizingThe process by
which managers establish working relationships among
employees to achieve goals.Organizational StructureFormal
system of task and reporting relationships showing how workers
use resources.

3. *
One role managers must undertake is that of organizing.
Organizing is the process managers use to establish the
structure of working relationships among employees. The
organizational structure is the formal system of task and
reporting relationships that coordinates and motivates
organizational members, so that they work together to achieve
organizational goals. It is imperative that management develop
an organizational structure that develops a firm’s competitive
advantage rather than one that acts as an impediment.
10-*
Factors Affecting Organizational Structure
Figure 10.1
Managers must develop organizational structures to fit the
factors or circumstances that are affecting the company and
causing the most organizational uncertainty. There is no one
best way to design an organization but four factors are
important determinants of the type of organizational structure
managers select: the nature of the organizational environment,
the type of strategy the organization pursues, the technology the
organization uses and the characteristics of the organization’s
human resources. For example, if an organization is operating
in an ever changing environment the organizational structure
must be flexible with decentralized authority in order to respond
quickly to the changing environment.
*
10-*

4. Job DesignJob DesignThe process by which managers decide
how to divide tasks into specific jobs.The appropriate division
of labor results in an effective and efficient workforce.
*
All organizational design begins with job design. Job design is
the process by which managers decide how to divide tasks into
specific jobs. Managers must analyze the range of tasks to be
performed and then create jobs that best allow the organization
to meet the needs of customers. Job simplification is the
process of reducing the number of tasks that each worker
performs. While the process of job simplification may sound
appealing managers must refrain from too much job
simplification since studies have shown this lessens employee
motivation. The opposite of job simplification involves job
enlargement or job enrichment. Managers often use job
enlargement or job enrichment in an effort to increase worker
motivation.
10-*
Job DesignJob SimplificationThe process of reducing the tasks
each worker performs.Job EnlargementIncreasing the number of
different tasks in a given job by changing the division of
laborJob EnrichmentIncreasing the degree of responsibility a
worker has over a job
Fredrick Herzberg argued against job simplification and
proposed the way to achieve motivated and satisfied employees
was through job enlargement and job enrichment. Job
enlargement is the process of increasing the number of different
tasks in a given job by increasing the number of tasks employed
or making the job “larger”. Job enrichment is increasing the

5. degree of responsibility a worker has over a job by, for
example, empowering the workers to find better ways of doing
the job; encouraging workers to develop new skills; allowing
workers to decide how to do the work and allowing employees
to measure their own performance. The goal is to increase the
responsibility thus increase employee interest in the quality of
the goods they make or the service they provide.
*
10-*
Grouping Jobs into FunctionsFunctional StructureAn
organizational structure composed of all the departments that an
organization requires to produce its goods or services.
*
A function is a group of people, working together, who possess
similar skills or the same knowledge, tools or techniques to
perform their jobs. A functional structure is an organizational
structure composed of all the departments that an organization
requires to produce its goods or services. The big advantage to
this approach is that employees within each functional area
become more specialized and can perform at a higher level.
One disadvantage to this structure is that as the organization
grows the functional structure can impede communication and
coordination among functional areas.
10-*
Divisional StructuresDivisional StructureManagers create a
series of business units to produce a specific kind of product for
a specific kind of customerProduct, market, geographic

6. *
The divisional structure is an organizational structure
composed of separate business units within which are included
the functions that work together to produce a specific product
for a specific customer. Each division is a collection of
departments or functions that work together to produce the
product. One advantage to this approach is that if it is
implemented correctly, the divisional structure creates more
manageable units within the organization. If a manager
organizes divisions according to the type of good or service
they provide, they adopt a product structure. Another type of
divisional structure is based on geography or a geographic
structure. The final type of divisional structure is based on the
type of customer they focus on and is referred to as a market
structure.
10-*
Matrix Design StructureMatrix StructureAn organizational
structure that simultaneously groups people and resources by
function and product.The structure is very flexible and can
respond rapidly to the need for change.Each employee has two
bosses
*
One organizational structure that is particularly effective for
organizations operating in a dynamic market environment is the
matrix design structure. This organizational structure groups
people and resources together by function and by product. The
result is a complex network of reporting relationships among
product teams and functions creating a highly adaptable
organization. One problem with this structure is that each
employee has two bosses - a functional manager and a product

7. manager creating a situation in which the employee must
attempt to satisfy both.
10-*
Product Team Design StructureProduct Team StructureDoes
away with dual reporting relationships and two-boss
managersFunctional employees are permanently assigned to a
cross-functional team that is empowered to bring a new or
redesigned product to work
*
One issue with the matrix organization is the dual reporting
relationships created by this complex organizational structure.
In an effort to avoid this issue managers can use a product team
structure. The product team structure differs from the matrix
approach in that it eliminates the problems associated with dual
reporting relationships and two-boss employees. Also, the
product team structure permanently assigns functional
employees thus empowering them to redesign a product or bring
a new product to market.
10-*
Hybrid StructuresHybrid StructureThe structure of a large
organization that has many divisions and simultaneously uses
many different organizational structures
Figure 10.7

8. *
Managers can select the best structure for a particular division.
In this type of hybrid structure one division may use a
functional structure while another division may have a
geographic structure. The ability to break a large organization
into smaller units makes it easier to manage. When an
organization elects to use a hybrid structure they allow the
members of the organization to employ many different types of
organizational structures simultaneously. Figure 10.7 in your
textbook provides an excellent example of a hybrid
organizational structure.
Title
ABC/123 Version X
1
Leadership Theories
LDR/300 Version 7
2
University of Phoenix Material
Theory
Definition/Characteristics
Examples
Trait Leadership
Behavioral
Leadership

9. Contingency
Leadership
Skills
Leadership
Situational Leadership
Leadership Theories Matrix
Complete the following sections using the provided matrix
template.
Develop a leadership theories matrix thatdescribes the
definition and characteristics of various leadership theories and
approaches to leadership (trait leadership, behavioral
leadership, contingency leadership, skills leadership and
situational leadership).
Provide one or more examples to support the definition or
characteristics of each form of leadership.
Write out your explanations in each section; each section should
contain about 350 words.

10. Format your matrix consistent with APA guidelines.
References
APA-formatted citation
APA-formatted citation
Copyright © XXXX by University of Phoenix. All rights
reserved.
Copyright © 2017 by University of Phoenix. All rights reserved.