Public Administration Masters report
Content
Participation and
Effectiveness
Employee Involvement
• Participative process that uses employees’
input to increase their commitment to the
organization’s success
• If we engage workers in decisions that affect
them and increase their autonomy and control
over their lives, they will be more motivated,
committed, productive, and satisfied
• Major forms of employee involvement:
participative management and
representative participation
Stephen P., and Tim Judge. Organizational Behavior. 12th ed. Upper Saddle River, N.J.: Pearson/Prentice Hall, 2007. Print.
Participative Management
• Joint decision making: subordinates share
significant degree of decision-making power
• Issues where employees participate must be
relevant to their interest so they will be
motivated
• Employees must have the competence and
knowledge to make a meaningful contribution
• BUT research says participation has only a
modest influence on employee productivity,
motivation, and job satisfaction
Stephen P., and Tim Judge. Organizational Behavior. 12th ed. Upper Saddle River, N.J.: Pearson/Prentice Hall, 2007. Print.
Representative Participation
• “the most widely legislated form of
employee involvement around the world”
• Aims to redistribute power within an
organization; put labor on equal footing
with the management and stockholders
• Workers are represented by a small group of
employees to participate – works councils
and board reps
• BUT influence of RP on working employees
seem to be minimal – merely “symbolic”
Stephen P., and Tim Judge. Organizational Behavior. 12th ed. Upper Saddle River, N.J.: Pearson/Prentice Hall, 2007. Print.
Styles and Effectiveness
Social Style
• Social Style – pattern of behaviors
that others can observe
• These inevitably extend into the
realm of business and interpersonal
communications in the workplace
d W., and Roger H. Reid. Personal Styles and Effective Performance: Make Your Style Work for You. Radnor, Pa.: Chilton Book, 1981.
Evolution of the Theory of
Style
• Erving Goffman: “people are actors playing
their special parts, wearing masks, on- and
off-stage”
• United States Office of Naval Research’s
experiment (by Ohio State University):
– Made a list of behaviors that leaders exhibit
– Asked people which behaviors they felt good
leaders show
– Top four factors: CONSIDERATION, STRUCTURE,
PRODUCTION EMPHASIS, and SENSITIVITY
d W., and Roger H. Reid. Personal Styles and Effective Performance: Make Your Style Work for You. Radnor, Pa.: Chilton Book, 1981.
Assertiveness
• An assertive
person:
takes a
stand and
makes
his/her
position
clear to
others
d W., and Roger H. Reid. Personal Styles and Effective Performance: Make Your Style Work for You. Radnor, Pa.: Chilton Book, 1981.
d W., and Roger H. Reid. Personal Styles and Effective Performance: Make Your Style Work for You. Radnor, Pa.: Chilton Book, 1981.
d W., and Roger H. Reid. Personal Styles and Effective Performance: Make Your Style Work for You. Radnor, Pa.: Chilton Book, 1981.
d W., and Roger H. Reid. Personal Styles and Effective Performance: Make Your Style Work for You. Radnor, Pa.: Chilton Book, 1981.
The Effects of Leadership Styles on
the Organization
• by William Pirraglia & Demand Media
1.
2.
3.
4.
Autocratic Style
Participative Leadership
Delegative Leadership
Corporate Culture
http://smallbusiness.chron.com/effects-leadership-styles-organization10387.html
Autocratic Style
• Authoritarian leadership
• Autocratic style clearly defines the division between
leaders and workers
• Autocratic leaders make decisions with little or no
involvement from employees
• Leaders are supremely confident and comfortable
with the decision-making responsibility for company
operating and strategic plans
• Works best when fast decisions must be made
without employee involvement.
• Employees may feel some disconnect with this style
http://smallbusiness.chron.com/effects-leadership-styles-organization10387.html
Participative Leadership
• Democratic leadership
• Usually considered the best option for most companies
• The opposite of autocratic leadership, this style
emphasizes that management offers guidance to its
teams and departments while accepting input from
individual staff members.
• Leaders reserve the right to make final decisions but
encourage feedback, ideas, and suggestions
from all employees.
• Participative leaders generally have a more content
workforce, since each individual has input into
decision-making.
http://smallbusiness.chron.com/effects-leadership-styles-organization10387.html
Delegative Leadership
• Laissez-faire leadership
• Typically considered the least effective option
• Delegative leaders rarely make decisions, leaving
this function up to the group.
• Leaders seldom offer guidance to the team and
delegate decision-making to trusted team
members
• Job descriptions and lines of authority become
blurred and confusing
• A loss of motivation and positivity often
accompanies the confusion of team members
http://smallbusiness.chron.com/effects-leadership-styles-organization10387.html
Corporate Culture
• Also called organizational culture, corporate culture
defines "the way we do things"
• Leadership styles have strong effects on corporate
culture because employees tend to act in ways that
mirror their leaders
• Staff also subconsciously wants to please supervisors
and management.
• Leaders and employees usually become "comfortable"
with each other, which can cause some "culture
friction" when new leaders take over
• A business’ culture can help or hurt operations, often
dependent on the strength and efficiency of leadership
http://smallbusiness.chron.com/effects-leadership-styles-organization10387.html
Effectiveness & Efficiency
Definition
• Dictionary.com:
– Effective (adj.) – Adequate to
accomplish a purpose; producing the
intended or expected result.
– Efficient (adj.) – Performing or
functioning in the best possible manner
with the least waste of time and effort.
tp://www.insightsquared.com/2013/08/effectiveness-vs-efficiency-whats-the-difference/
Effective vs. Efficient
tp://www.insightsquared.com/2013/08/effectiveness-vs-efficiency-whats-the-difference/
Which is better?
• Is it more important for your organization to
pursue effectiveness or efficiency?
• If you’re trying to grow aggressively and have
resources to burn, optimizing effectiveness
might be the way to go.
• However, if a smaller company has very limited
resources to work with, they might be more
interested in pursuing efficient operations in
order to maximize their capabilities and not
stretch themselves too thin.
tp://www.insightsquared.com/2013/08/effectiveness-vs-efficiency-whats-the-difference/
Effectiveness
Employee Involvement
• Participative process that uses employees’
input to increase their commitment to the
organization’s success
• If we engage workers in decisions that affect
them and increase their autonomy and control
over their lives, they will be more motivated,
committed, productive, and satisfied
• Major forms of employee involvement:
participative management and
representative participation
Stephen P., and Tim Judge. Organizational Behavior. 12th ed. Upper Saddle River, N.J.: Pearson/Prentice Hall, 2007. Print.
Participative Management
• Joint decision making: subordinates share
significant degree of decision-making power
• Issues where employees participate must be
relevant to their interest so they will be
motivated
• Employees must have the competence and
knowledge to make a meaningful contribution
• BUT research says participation has only a
modest influence on employee productivity,
motivation, and job satisfaction
Stephen P., and Tim Judge. Organizational Behavior. 12th ed. Upper Saddle River, N.J.: Pearson/Prentice Hall, 2007. Print.
Representative Participation
• “the most widely legislated form of
employee involvement around the world”
• Aims to redistribute power within an
organization; put labor on equal footing
with the management and stockholders
• Workers are represented by a small group of
employees to participate – works councils
and board reps
• BUT influence of RP on working employees
seem to be minimal – merely “symbolic”
Stephen P., and Tim Judge. Organizational Behavior. 12th ed. Upper Saddle River, N.J.: Pearson/Prentice Hall, 2007. Print.
Styles and Effectiveness
Social Style
• Social Style – pattern of behaviors
that others can observe
• These inevitably extend into the
realm of business and interpersonal
communications in the workplace
d W., and Roger H. Reid. Personal Styles and Effective Performance: Make Your Style Work for You. Radnor, Pa.: Chilton Book, 1981.
Evolution of the Theory of
Style
• Erving Goffman: “people are actors playing
their special parts, wearing masks, on- and
off-stage”
• United States Office of Naval Research’s
experiment (by Ohio State University):
– Made a list of behaviors that leaders exhibit
– Asked people which behaviors they felt good
leaders show
– Top four factors: CONSIDERATION, STRUCTURE,
PRODUCTION EMPHASIS, and SENSITIVITY
d W., and Roger H. Reid. Personal Styles and Effective Performance: Make Your Style Work for You. Radnor, Pa.: Chilton Book, 1981.
Assertiveness
• An assertive
person:
takes a
stand and
makes
his/her
position
clear to
others
d W., and Roger H. Reid. Personal Styles and Effective Performance: Make Your Style Work for You. Radnor, Pa.: Chilton Book, 1981.
d W., and Roger H. Reid. Personal Styles and Effective Performance: Make Your Style Work for You. Radnor, Pa.: Chilton Book, 1981.
d W., and Roger H. Reid. Personal Styles and Effective Performance: Make Your Style Work for You. Radnor, Pa.: Chilton Book, 1981.
d W., and Roger H. Reid. Personal Styles and Effective Performance: Make Your Style Work for You. Radnor, Pa.: Chilton Book, 1981.
The Effects of Leadership Styles on
the Organization
• by William Pirraglia & Demand Media
1.
2.
3.
4.
Autocratic Style
Participative Leadership
Delegative Leadership
Corporate Culture
http://smallbusiness.chron.com/effects-leadership-styles-organization10387.html
Autocratic Style
• Authoritarian leadership
• Autocratic style clearly defines the division between
leaders and workers
• Autocratic leaders make decisions with little or no
involvement from employees
• Leaders are supremely confident and comfortable
with the decision-making responsibility for company
operating and strategic plans
• Works best when fast decisions must be made
without employee involvement.
• Employees may feel some disconnect with this style
http://smallbusiness.chron.com/effects-leadership-styles-organization10387.html
Participative Leadership
• Democratic leadership
• Usually considered the best option for most companies
• The opposite of autocratic leadership, this style
emphasizes that management offers guidance to its
teams and departments while accepting input from
individual staff members.
• Leaders reserve the right to make final decisions but
encourage feedback, ideas, and suggestions
from all employees.
• Participative leaders generally have a more content
workforce, since each individual has input into
decision-making.
http://smallbusiness.chron.com/effects-leadership-styles-organization10387.html
Delegative Leadership
• Laissez-faire leadership
• Typically considered the least effective option
• Delegative leaders rarely make decisions, leaving
this function up to the group.
• Leaders seldom offer guidance to the team and
delegate decision-making to trusted team
members
• Job descriptions and lines of authority become
blurred and confusing
• A loss of motivation and positivity often
accompanies the confusion of team members
http://smallbusiness.chron.com/effects-leadership-styles-organization10387.html
Corporate Culture
• Also called organizational culture, corporate culture
defines "the way we do things"
• Leadership styles have strong effects on corporate
culture because employees tend to act in ways that
mirror their leaders
• Staff also subconsciously wants to please supervisors
and management.
• Leaders and employees usually become "comfortable"
with each other, which can cause some "culture
friction" when new leaders take over
• A business’ culture can help or hurt operations, often
dependent on the strength and efficiency of leadership
http://smallbusiness.chron.com/effects-leadership-styles-organization10387.html
Effectiveness & Efficiency
Definition
• Dictionary.com:
– Effective (adj.) – Adequate to
accomplish a purpose; producing the
intended or expected result.
– Efficient (adj.) – Performing or
functioning in the best possible manner
with the least waste of time and effort.
tp://www.insightsquared.com/2013/08/effectiveness-vs-efficiency-whats-the-difference/
Effective vs. Efficient
tp://www.insightsquared.com/2013/08/effectiveness-vs-efficiency-whats-the-difference/
Which is better?
• Is it more important for your organization to
pursue effectiveness or efficiency?
• If you’re trying to grow aggressively and have
resources to burn, optimizing effectiveness
might be the way to go.
• However, if a smaller company has very limited
resources to work with, they might be more
interested in pursuing efficient operations in
order to maximize their capabilities and not
stretch themselves too thin.
tp://www.insightsquared.com/2013/08/effectiveness-vs-efficiency-whats-the-difference/
