This document discusses various theories and models of leadership and organizational culture. It begins by defining leadership in different ways and describing early trait models. It then summarizes Fiedler's contingency theory, path-goal theory, the Vroom-Yetton decision model, the Hersey-Blanchard life-cycle model, attribution models, and leader-member exchange theory. Later sections cover charismatic leadership, transformational leadership, organizational culture, and strategies for leading cultural development. It concludes by discussing leadership and management in public organizations.
Amy hillman, michael withers, and brian collins(2009) resource dependence the...Yassin Boullauazan
Thirty years have passed since Pfeffer and Salancik’s seminal work on resource dependence theory (RDT). During this time RDT has been applied broadly across the research domain to explain how organizations reduce environmental interdependence and uncertainty. In this review, the authors assess the conceptual development, empirical research, and application of RDT. They structure their review around the five options that Pfeffer and Salancik propose firms can enact to minimize environmental dependences: (a) mergers/vertical integration, (b) joint ventures and other interorganizational relationships, (c) boards of directors, (d) political action, and (e) executive succession.The authors summarize past work, synthesize contemporary thought, and propose future research directions.
Hillman, A. J., Withers, M. C., & Collins, B. J. (2009). Resource dependence theory: A review. Journal of management, 35(6), 1404-1427.
The rational model is the first attempt to know the decision-making process.
As per the rational decision-making model, the decision-maker has full or perfect information about alternatives and he devotes sufficient time to understand the situation and make decisions.
A rational decision-making model is a multi-step process for making choices between various alternatives. The process of rational decision-making favors logic, objectivity, & analysis over subjectivity and insight.
Amy hillman, michael withers, and brian collins(2009) resource dependence the...Yassin Boullauazan
Thirty years have passed since Pfeffer and Salancik’s seminal work on resource dependence theory (RDT). During this time RDT has been applied broadly across the research domain to explain how organizations reduce environmental interdependence and uncertainty. In this review, the authors assess the conceptual development, empirical research, and application of RDT. They structure their review around the five options that Pfeffer and Salancik propose firms can enact to minimize environmental dependences: (a) mergers/vertical integration, (b) joint ventures and other interorganizational relationships, (c) boards of directors, (d) political action, and (e) executive succession.The authors summarize past work, synthesize contemporary thought, and propose future research directions.
Hillman, A. J., Withers, M. C., & Collins, B. J. (2009). Resource dependence theory: A review. Journal of management, 35(6), 1404-1427.
The rational model is the first attempt to know the decision-making process.
As per the rational decision-making model, the decision-maker has full or perfect information about alternatives and he devotes sufficient time to understand the situation and make decisions.
A rational decision-making model is a multi-step process for making choices between various alternatives. The process of rational decision-making favors logic, objectivity, & analysis over subjectivity and insight.
Effectiveness of leadership depends on the situation. The styles a manager chooses may depend on the following situations.
o Forces in the manager i.e. his value system & confidence in subordination
o Forces in subordinate e.g. subordinates expectation
o Forcer in the situation e.g. types of the organization, the nature of the problem, the pressure of time, etc.
Conclusion
Varying Leadership Style
Three factors that influence which leadership style to use.
1. The manager’s personal background: What personality, knowledge, values, ethics, and experiences does the manager have. What does he or she think will work?
2. Staff being supervised: Staff individuals with different personalities and backgrounds; the leadership style used will vary depending upon the individual staff and what he or she will respond best to.
3. The organization: The traditions, values, philosophy, and concerns of the organization influence how a manager acts
Determining the Best Leadership Style
• Leaders tasks should be more relationship (people) oriented
• Leaders have a dominant style, one they use in a wide variety of situations
• No one best style - leaders must adjust their leadership style to the situation as well as to the people being led
• Many different aspects to being a great leader - a role requiring one to play many different leadership styles to be successful.
5.1.1. LEADERSHIP THEORIES
For decades, leadership theories have been the source of numerous studies. In reality as well as in practice, many have tried to define what allows authentic leaders to stand apart from the mass! Hence, there are many theories on leadership as there are philosophers, researchers and professors that have studied and ultimately published their leadership theory. Every leader is different, and no single theory works for all leaders Therefore, theories are commonly categorized by which aspect is believed to define the leader the most. The most widespread one's are:
1. Great Man Theory,
2. Trait Theory,
3. Behavioral Theories.
4. Contingency Theories,
1. GREAT MAN THEORY (Thomas Carlyle, 1847)
This theory is often linked to 19th century philosopher and historian Thomas Carlyle, who commented that "The history of the world is the biography of great men." This theory is usually contrasted with a theory that talks about events occurring in the fullness of time, or when an overwhelming wave of smaller events cause certain developments to occur.
The Great Man theory assumes that the traits of leadership are intrinsic. That simply means that great leaders are born they are not made. This theory is based on the belief that leaders are exceptional people, born with innate qualities, destined to lead.
The idea of the Great Man also strayed into the mythic domain, with notions that in times of need, a Great Man would arise, almost by magic. Gender issues were not on the table when the 'Great Man' theory was proposed.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
2. Leadership Definition
• Leadership has been defined in various ways.
• As the focus of group processes, as a matter of personality
• As a matter of inducing compliance, as the exercise of influence
• As particular behaviors, as a form of persuasion
• As a power relation, as an instrument to achieve goals
• As an effect of interaction, as a differentiated role
• As an initiation of structure
• As many combinations of these definitions (Bass, 1998, 17)
• By leadership, most people mean the capacity of
someone to direct and energize people to achieve goals.
• A number of theories have attempted to answer the
challenges of leaders.
3. Trait Models of Leadership
• Early investigations considered leaders as individuals
endowed with certain personality leadership traits
constituting their leadership capacity.
• Examples: intelligence, foresight, personality characteristics
(enthusiasm, persistence)
• Attempts to isolate specific traits led to the conclusion
that no single characteristic distinguishes leaders from
nonleaders.
5. 5
Fiedler’s Contingency Theory
• One of the best frameworks for examining relationship
between leader style, organizational setting, and
effectiveness.
• Two types of leaders
• High LPC: relationship-oriented
• Low LPC: task-oriented
• Three contingencies
• Leader-member relations
• Task structure
• Position power of the leader
6. Fiedler’s Contingency Model
• The least preferred coworker scale (LPC) distinguishes
leadership styles.
– High LPC leaders are relationship oriented.
• They are rated more favorably.
• High LPC leaders perform best when the contingencies are
mixed in regard to favorability, that is, when conditions are
relatively ordered. The emphasis on relationships helps to
mitigate the negative effect of unfavorable contingencies.
– Low LPC leaders are task-oriented.
• They are rated more unfavorably.
• Low LPC leaders perform best when the three contingencies
are unfavorable (disorder) or all three are favorable (order).
7. Path-Goal Theory
• This approach is based on the expectancy theory of
motivation and emphasizes the three motivational
variables that leaders may influence through their
behaviors or decision-making styles.
• Valences
• Instrumentalities
• Expectancies
• At the heart of this theory is the notion that the leader’s
primary purpose is to motivate followers by clarifying
goals and identifying the best paths to achieve those
goals.
7
8. Path-Goal Theory
• The job of the leader, according to this theory, is to
manipulate these three motivational variables in
desirable ways.
• The theory proposes that four behavioral styles enable
leaders to manipulate the three motivational variables.
– Directive
– Supportive
– Participative
– Achievement-oriented
9. The Vroom and Yetton Model
• This model describes the different ways leaders can make
decisions and guides leaders in determining the extent to
which subordinates should participate in decision making.
• Leadership is defined in terms of the degree of subordinate
participation in decision-making processes.
• The decision tree model proposes that the most effective
leadership style depends on the characteristics of both the
situation and the followers.
• The decision tree emphasizes the fact that leaders achieve
success through effective decision making.
10. 10
Hersey and Blanchard: Life-Cycle Model
• This model proposes that the effectiveness of a leader’s decision-
making style depends largely on followers’ level of maturity, job
experience, and emotional maturity.
• The model proposes two basic dimensions on which decision-
making style may vary.
• Task orientation
• Relationship orientation
• The model suggests these two dimensions combine to form four
distinct types of decision styles.
• Telling
• Selling
• Participating
• Delegating
11. Attribution Models
• The main idea is that people actively search for
explanations of the behavior that they observe, and form
hypotheses as to the causes of that behavior.
• The resulting causal attributions determine cognitive,
affective, and behavioral responses toward the actor.
• Leaders take into account
• The extent to which behavior is consistent with past behaviors
• The extent to which others in the same situation behave likewise
12. Leader-Member Exchange Theory
• Leader-member exchange theory maintains that the
leader and each individual member of a work group have
a unique “dyadic” relationship.
• Each dyad is seen as a social exchange or negotiated
transaction of leader-member.
• The basic assumption is that leaders develop a separate
exchange relationship with each individual subordinate.
• Exchange relationships can take two different forms.
• High-exchange relationship
• Low-exchange relationship
13. Operant Conditioning and
Social Exchange
• This theory explains human behavior in terms of
continuous reciprocal interaction between cognitive,
behavioral, and environmental influences.
• Behavioral patterns are learned through a process of
operant conditioning and observational learning.
14. Social Exchange Theory
• Later approaches took into account Social Learning Theory
(Bandura, 1978).
• People learn by watching others, through modeling, and through
vicarious learning. Thus leadership must also take into account
social learning and internal mental states.
• Use “feedforward” techniques to anticipate problems and avoid them
• Enhance employee acceptance of goals by involving them in their
development
• Emphasize self-management
• Recognize how your environment influences your behavior
• Employ personal goal-setting, rehearsal, and self-instruction
15. Cognitive Resource Utilization Theory
• This theory looks at the relationship between the
leader’s cognitive resources (intelligence and
experience) and group performance.
• The essence of the theory is that stress diminishes a
leader’s ability to think logically and analytically.
• A leader’s experience and intelligence can lessen the
influence of stress on his or her actions.
• Intelligence is the main factor in low-stress situations.
• Experience counts for more during high-stress moments.
16. Cognitive Resource Theory
• Interpersonal stress moderates the influence of leader intelligence
on performance when the leader is directive.
• Low stress allows intelligent leaders to be effective, but high stress
diminishes the impact of intelligence.
• Interpersonal stress also moderates the influence of leader
experience on performance when the leader is directive.
• Experience contributes to performance when stress is high, but has
little impact when stress is low.
• Directive leadership does not contribute to performance (and may
even diminish it) when subordinates are intelligent and skilled and
share the same objectives as the leader.
17. From POSDCORB to Mintzberg
• Gulick’s classic theories on the role of managers still has
life.
• Mintzberg’s focus is not on what managers must do, but
what they actually do.
• He concluded roles after lengthy observation of five managers.
• This is a widely accepted typology.
18. Managerial Roles and Skills
Allison (1983): Functions of General Management
Strategy Managing Internal Components
Establishing objectives and priorities Organizing and staffing
Devising operational plans Directing personnel and the personnel management system
Controlling performance
Managing External Constituencies
Dealing with external units subject to some common authority
Dealing with independent organizations
Dealing with press and the public
Mintzberg (1972): Executive Roles
Interpersonal Informational Decisional
Figurehead Monitor Entrepreneur
Leader Disseminator Disturbance handler
Liaison Spokesperson Resource allocator
Negotiator
Whetten and Cameron (2002): Management Skill Topics
Self-awareness Managing conflict Effective delegation and joint decision making
Managing personal stress Improving employee performance, Gaining power and influence
Creative problem solving motivating others Establishing supportive communication
Improving group decision making
The Benchmarks Scales (McCauley, Lombardo, and Usher, 1989)
1a. Resourcefulness 5. Confronting problem subordinates
1b. Doing whatever it takes 6. Team orientation
1c. Being a quick study 7. Balance between personal life and work
2a. Building and mending relationships 8. Decisiveness
2b. Leading subordinates 9. Self-awareness
2c. Compassion and sensitivity 10. Hiring talented staff
3. Straightforwardness and composure 11. Putting people at ease
4. Setting a developmental climate 12. Acting with flexibility
19. Managerial Roles and Skills
• Allison (1983) Functions of General Management
• Mintzberg (1972) Executive Roles
• Whetten and Cameron (2002)
• The Benchmark Scales (McCauley, Lombardo, and
Usher, 1989)
21. Types of Leadership
• Burns (1978) distinguished between two opposing types
of leaders.
• Transactional Leaders
• Motivate followers by recognizing their needs and providing
rewards in exchange for their performance and support.
• Transformational Leaders
• Rely on power but not in a controlling centralized way.
• Raise followers’ goals to a higher plane (self-actualization)
• Have talent for coupling visions of success to empowerment and
motivation
22. Types of Leadership
• Bennis and Nanus (1985) distinguished between “leading” (guiding
directions, actions or opinions to “do the right thing”) and “managing”
(accomplishing things efficiently or “doing things right.” Excellent
leaders lead others by carefully “managing themselves.”
• Creating a vision of successful futures
• Effectively communicating this vision to others by giving meaning to their
work
• Choosing the best course and sticking to it
• Having a high regard for their own skills and utilizing then effectively
• Concentrating on success and not become preoccupied with failure—
Wallenda factor
• Empowering others
23. Types of Leadership
• Bass (1985, 1998) and Bass and Avolio (2002)
• Effective leaders combine transactional with
transformational elements of leadership.
• They provide a systematic analysis of transformational
leaders .
24. Types of Leadership
• Bass identified seven areas of leadership behavior that
would identify transformational and transactional
leadership.
• Transformational
• Idealized influence
• Intellectual stimulation
• Individual consideration
• Inspirational motivation
• Transactional leaders
• Contingent rewards
• Management by expectation
• Active management by exception
25. Charismatic Leadership
• This is an extension of work on transformational
leadership.
• Charisma is treated as a matter of the characteristics
that followers attribute to their leaders.
• There are two strains.
• The attribution theory of charismatic leadership
• The self-concept theory of charismatic leadership
26. Charismatic Leadership
• Attribution theory of charismatic leadership
• Followers are more likely to identify with leaders who
• Advocate a vision that is highly discrepant from status quo
• Act in unconventional ways
• Demonstrate self-sacrifices
• Have confidence
• Use persuasive appeals rather than authority or participative decision
process
• Use capacity to access context and locate opportunities
• Self-concept theory of charismatic leadership
• Emphasizes observable characteristics of leaders and followers
• Personal identification
• Social identification and self-esteem
• Internalization of leader’s beliefs
27. Leadership and Organizational Culture
• Transformational leaders exert their influence through “social
architecture,” by working with the basic symbols and core values, or
culture, of their organization.
• Leaders play key roles in forming, maintaining, and changing those
cultures.
• Organization theorists have been interested in similar themes for a
long time, as suggested by the work of Chester Barnard and Phillip
Selznick.
• Recently, the subject came alive when management experts began
to find that leaders in excellent corporations placed heavy emphasis
on managing the cultural dimensions of their firms (Peters and
Waterman, 1982; Ouchi, 1981).
28. Organizational Culture
• Affects many aspects of organizations
– Effectiveness
– Motivation
– Change
– Communication
– Coordination costs
29. Increasing Importance of Culture
• Schein (1992) suggests that organizational culture is
even more important today than it was in the past.
• Increased competition, globalization, mergers,
acquisitions, alliances, and various workforce
developments have created a greater need for
– Coordination and integration across organizational units in order
to improve efficiency; quality; and speed of designing,
manufacturing, and delivering products and services.
– Product innovation
30. 30
Schein’s Levels of Culture Model
Shallow
Visible
Deep Invisible
Basic
underlying
assumptions
Artifacts
Espoused values
Mission statement
Ethical code
Shallow Visible
32. The Communication of Culture
• Various forms that transmit an organization’s culture
serve as “sense-making mechanisms” for people in the
organization as they interpret what goes on around
them.
– Symbols
– Language
– Narratives
– Practices and events
33. The Communication of Culture
• Symbols: Physical objects, settings, and certain roles within an
organization convey information about its values and basic
assumptions.
• Language: Slang, songs, slogans, and jargons can all carry the
messages of a culture.
• Narratives: The people in an organization often repeat stories,
legends, sagas, and myths that convey information about the
organization’s history and practices.
• Practices and Events: Repeated practices and special events can
transmit important assumptions and values. They may include rites
and ceremonies.
34. Leading Cultural Development: Strategies
1. Make clear what leaders will monitor, ignore, measure, control.
2. React to critical incidents and organizational crises in ways that
send appropriate cultural messages.
3. Practice deliberate role modeling, teaching, coaching.
4. Establish effective criteria for advancement, punishment.
5. Coordinate organizational designs and structures with cultural
messages.
35. Leading Cultural Development: Strategies
6. Coordinate organizational systems and procedures with
cultural messages
7. Design physical spaces to communicate culture.
8. Employ stories about events and people.
9. Develop formal statements of organizational
philosophy.
10. Approach cultural leadership as comprehensive
organizational change.
36. Leadership and Management in Public
Organizations
• Evidence is mounting on the distinct nature of public and
private sector contexts for managers.
• This theme is carried throughout the book and applies to
culture as well.
37. The Distinctiveness
• Mintzberg (1972) found that public managers spent more time in
contacts and formal meetings with external interest groups and
governing boards and received more external status requests than
did the private managers.
• Kaufman (1979) found that federal bureau chiefs operate within a
web of institutional constraints on organizational structure, personnel
administration, and other matters.
• Chase and Reveal (1983) emphasize the key challenges in
managing a public agency with respect to the external political and
institutional environment.
38. Does Context Affect Performance
and Behavior?
• We know that the public sector context creates unique
challenges for public managers, but are there
implications for performance?
• Challenges leave less time spent to deal with the organization
itself (Warwick, 1975).
• Lynn (1981) and Allison (1983) refer to a performance deficit
due to arrays of rules, controls.
• National Academy of Public Administration (1986) refers to
adverse effects on federal manager’s capacity to motivate.
• Volcker Commission (1989) refers to damaged morale of federal
service.
39. Survey of Leadership Practices
• Surveys of government employees’ ratings of their
supervisors provide mixed evidence about the quality of
leadership.
• Some studies show that public employees express
favorable impressions of their supervisors.
• Other studies show that ratings are 10 to 15 percent
higher in surveys comparing sector responses.
– In light of the public manager’s challenges, we would expect
differences and question whether such a comparison should
even be made.
40. Contingencies and Variations
• Many variations in context and in the individual officials
surveyed account for the different views about
managerial roles of public managers.
– The level of the manager and the institutional context varies.
– Public managers must balance managerial tasks with
policymaking and with handling the political and institutional
environment (oversight agencies, legislative and other executive
authorities, clients and constituents, and the media).
41. Effective Leadership in Government:
Entrepreneurs
• Clearly, the generalizations are inaccurate. Government
executives, like private manager executives, vary widely
in their skill, motivations, orientations, and so on.
• A typology on managerial skills and commitment to goals
is one approach to addressing this (Marmor and
Fellman, 1986).
42. Generalist
Managers
Program Loyalists-
most likely to have
an entrepreneurial
impact
Administrative
Survivors
Program
Zealots
Commitment to Program Goals
Skills
Low
High
High
Entrepreneur Typology of Public Executives
Adapted from Rainey 2003, explanation of classification by Marmor and Fellman (1986) and Marmor
(1987)
43. Modeling and Measuring Public
Management
• Literature can be contrasted on the basis of the question,
Does management matter?
• Early literature implies management is not a main factor in
performance (for example, population ecology).
• More recent studies suggest that the degree that management
matters can be measured.
• O’Toole and Meier (1999) treat management as one input to the
system.
44. Measuring Current Performance
• O’Toole and Meier (1999) posit that current performance
is a result of past performance plus shocks that come
from inside or outside the system. The model in its
simplest form is
O = 0 Ot-1 + 2Xt + t
• The model can be extended to incorporate managerial
strategies, for example a conscious decision to manipulate
the environment or a strategy to buffer.
Editor's Notes
Blake and Moulton created a two-dimensional “managerial grid.”
The diagram shows two basic dimensions of an effective leader.
Concern for results (production or task)
Concern for people
These two “concerns” are considered to be independent of each other.
A leadership situation can be placed along a continuum of favorability depending on three factors.
Leader-follower relations: Followers trust and respect the leader.
Task structure: The group has clear goals and clear means of achieving them.
Position power: The leader has the ability to reward or punish subordinates for their behavior.
High-exchange relationships are established with a small set of trusted subordinates.
There is more sharing of information, participation in decision making, personal support and approval, and tangible rewards such as pay and special benefits.
In return for these valued outcomes, the subordinate is expected to work harder, to be more committed to objectives, to be loyal to the leader, and to share some of the leader's administrative duties.
Low-exchange relationship are established with most subordinates.
They involve a relatively low level of mutual influence.
Subordinates need only comply with formal role requirements, and in return, they receive the standard benefits (for example, salary).
.
(
)
.
Schein (1992): Culture is a pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.
Schein contends that culture exists in various levels:
Artifacts and creations as the most observable level
Basic values
Basic assumptions as the least observable level
Organizations can vary between strong and weak cultures.
In organizations with strong cultures, the members share and strongly adhere to the organization’s basic values and assumptions.
In weaker cultures, members feel less consensus and commitment.
There may be multiple cultures and subcultures within an organization (Trice and Beyer, 1993).
Subcultures can form around occupational specializations, subunits or locations, hierarchical levels, labor unions, and countercultural groups or professional specialization.
Generalizations have implications for public managers
Rules and regulations
Interest group
Legislative oversight
Influence of press
Absence of clear performance measures
Doig and Hargrove (1987) say that the difficulties of strong central control in such a system—the diverse and fragmented governance structures—provide the entrepreneurs opportunities to forge their own direction. The entrepreneurs actually take advantage of the diverse and fragmented governance structures, often cited as reasons why public managers accomplish little.
Profiles and biographical descriptions also refer to some heroes against corruption and determined and talented governmental executives (Riccucci, 1995; Hargrove and Glidewell, 1990).
The model implies that overall organizational performance is affected by the manager’s ability to buffer shocks to the system.
O’Toole and Meier predict that hierarchy and managers’ maintenance behaviors will enhance organizational performance.
Some empirical evidence in the context of school superintendants in Texas does exist to support the model.