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1 command and control approach
Gen Mgta style of leadership that uses standards, procedures, and output statistics to regulate the organization. A command and control approach to leadership is authoritative in nature and uses a top-down approach, which fits well in bureaucratic organizations in which privilege and power are vested in senior management. It is founded on, and emphasizes a distinction between, executives on the one hand and workers on the other. It stems from the principles of Frederick Winslow Taylor, and the applications of Henry Ford and Alfred P. Sloan, Jr. As more empowered, flat organizations have come to the fore, command and control leaders have been increasingly criticized for stifling creativity and limiting flexibility.The ultimate business dictionary > command and control approach
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2 organization hierarchy
Gen Mgtthe vertical layers of ranks of personnel within an organization, each layer subordinate to the one above it. Organization hierarchy is often shown in the form of an organization chart. An extended hierarchy is typical of a bureaucracy, but during the later 20th and early 21st centuries the layers of hierarchical positions within large organizations have often been reduced as part of downsizing exercises. These result in the shallow or nonexistent hierarchies of flexible, flat organizations within which there is greater employee empowerment and autonomy. -
3 bottom-up approach
Gen Mgta consultative leadership style that promotes employee participation at all levels in decision making and problem solving. A bottom-up approach to leadership is associated with flat organizations and the empowerment of employees. It can encourage creativity and flexibility and is the opposite of a top-down approach. -
4 social responsibility
Gen Mgtthe approach of an organization to managing the impact it has on society. Social responsibility involves behaving within certain socially acceptable limits. These limits may not always take the form of written laws or regulations but they amount to an accepted organization-wide moral or ethical code. Organizations that transgress this code are viewed as irresponsible. In order to determine levels of social responsibility, organizations may choose to undertake a social audit or more specifically an environmental audit. Social responsibility, along with business ethics, has grown as a strategic issue as empowerment and the flat organization have pushed decision making down to a wider range of employees at the same time as green or caring consumers are becoming a more powerful market segment. -
5 learning organization
Gen Mgtan organizational model characterized by a flat structure and customer-focused teams, that engenders the collective ability to develop shared visions by capturing and exploiting employees’ willingness, commitment, and curiosity. The concept of the learning organization was proposed by Chris Argyris and Donald Schön as part of their work on organizational learning, but was brought back to public attention in the 1990s by Peter Senge. For Senge, a learning organization is one with the capacity to shift away from views inherent to a traditional hierarchical, organization, toward the ability of all employees to challenge prevailing thinking and gain a balanced perspective. Senge believes the five major elements of a learning organization are mental models, personal mastery, systems thinking, shared vision, and team learning. Because of the requirement for an open, risktolerant culture, which is the opposite of the corporate culture of most organizations today, the learning organization remains, for many, an unattainable ideal. -
6 organization structure
Gen Mgtthe form of an organization that is evident in the way divisions, departments, functions, and people link together and interact. Organization structure reveals vertical operational responsibilities, and horizontal linkages, and may be represented by an organization chart. The complexity of an organization’s structure is often proportional to its size and its geographic dispersal. The traditional organization structure for many businesses in the 20th century was the bureaucracy, originally defined by Max Weber. More recent forms include the flat, network, matrix, and virtual organizations. These forms have become more prevalent during the last decades of the 20th century as a result of the trend toward restructuring and downsizing and developments in telecommunications technology. According to Harold J. Leavitt, organization structure is inextricably linked to the technology and people who perform the tasks. Charles Handy has shown that it is also directly linked to corporate culture.
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