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Formalization also results in 'specialization of tasks'. Formalization is a process by which organizations try to standardize employee behavior. Larger organizations are generally more formalized due to greater manageability.
The downside of formalizing is well-known. If an organization wants to implement formalization it would be met with resistance. Managing employee resistance will be a big problem for managers who attempt to standardize work procedures. Employees in a formalized organization strictly perform the duties allotted to them and not more which causes a serious effect on the productivity. The lack of initiative by workers and the consequent loss of productivity and increased operating costs imply a loss of competitive advantage. Also, the one sided bureaucracy witnessed in a formal organization may in some instances lead to opportunistic behaviors by leaders resulting in misuse of power. [Geoffrey Johnstone, 2004]
Furthermore, in a formalized environment it would be harder for a leader to motivate his workforce compared to a more open working environment. Closed communication can lead to lack of motivation. Formalization carries of risk of creating a less committed workforce. Also it would be difficult for the management or the leader to initiate change in a formalized environment. Implementing a new process would be met with severe resistance as employees are used to highly codified tasks and are unwilling to adapt to changes. Change management is therefore a significant issue for the leader in an organization that is used to a highly formalized structure. Another potentially important and often overlooked problem is that by doing away with informal communication a formalized structure may totally separate the management from the workforce....
The lack of direct interaction between the manager and the staff would create communication gap, which ultimately affects the morale of the workforce.
Bibliography
1) Anita Hall, (March 2007), 'Influence: The Essence of Leadership', Retrieved Aug 17th 2009, from, http://www.ianrpubs.unl.edu/epublic/live/g1695/build/g1695.pdf
2) California State University, 'Influence Tactics', Retrieved Aug 17th 2009, from, [HIDDEN]
tactics are most likely to change followers' attitude?
3) Kotterman, James, (July 2006), 'Leadership vs. Management: What's the Difference?', Journal for Quality and Participation,
4) Peter Coutts, 'Leadership vs Management', Retrieved August 16th 2009, from, http://www.telusplanet.net/public/pdcoutts/leadership/LdrVsManagement.htm
5) Mulhauser Consulting Ltd., 'Management Skills and Leadership Skills', Retrieved, August 17th 2009, from, http://coaching.mulhauser.net/executive/manage-vs.-lead.html
6) Geritt Muller, (Feb 2009), 'Human Side Interpersonal Skills', Retrieved on Aug 17th 2009, from, http://www.gaudisite.nl/HSinterpersonalSkillsSlides.pdf
7) Geoffrey Johnstone & Catherine Bauer, "Sociology and Canadian Society: Formal Organization," Emond Montgomery Publication, 2004, Pg. 53.
8 ) David K. Banner & Elaine Gagne, 'Designing Effective Organizations', Sage Publications 1994-page 143
9) Morton McPhail, (2007), "Alternative Validation Strategies: Generalizing Personality-Based Validity Evidence," pg 189, Wiley Publications.
10 Yvonne L. Hindes & Keoma J. Thorne et.al (2008), 'Promoting Intrapersonal Qualities in Adolescents', Canadian Journal of School Psychology, Vol 23, No 2 206-222
Bibliography
1) Anita Hall, (March 2007), 'Influence: The Essence of Leadership', Retrieved Aug 17th 2009, from, http://www.ianrpubs.unl.edu/epublic/live/g1695/build/g1695.pdf
2) California State University, 'Influence Tactics', Retrieved Aug 17th 2009, from, [HIDDEN]
tactics are most likely to change followers' attitude?
3) Kotterman, James, (July 2006), 'Leadership vs. Management: What's the Difference?', Journal for Quality and Participation,
4) Peter Coutts, 'Leadership vs Management', Retrieved August 16th 2009, from, http://www.telusplanet.net/public/pdcoutts/leadership/LdrVsManagement.htm
5) Mulhauser Consulting Ltd., 'Management Skills and Leadership Skills', Retrieved, August 17th 2009, from, http://coaching.mulhauser.net/executive/manage-vs.-lead.html
6) Geritt Muller, (Feb 2009), 'Human Side Interpersonal Skills', Retrieved on Aug 17th 2009, from, http://www.gaudisite.nl/HSinterpersonalSkillsSlides.pdf
Indeed, without these legitimacy criteria, a leader would not be able to influence followers to either change or progress towards organizational goals: "The acceptance of leadership from another person involves an implicit contract in which followers sacrifice some level of personal autonomy and pledge loyalty and effort to the leader.... The followers must be sure that the leader has the competency to lead effectively and the trustworthiness and loyalty
Sixth, his service commitment is exceptional, as he has been known to work with many customers to solve problems and help them get to their goals as hospitals and healthcare providers. Seventh, he is exceptionally resourceful and willing to move beyond traditional boundaries to accomplish greater tasks than would have been possible otherwise. Eighth, his focus on rewards and recognition is well-known throughout the entire healthcare industry, as is
Therefore, I am finding that there is a benefit in creating an Assistant Manager position, through which these scheduling duties may be performed. This allows me the freedom to focus on the important matters of budgeting and financial planning. Indeed, during my years as the owner/operator at Southwest, I have become increasingly adept at the maintenance and interpretation of financial records, budgetary concerns, inventory flow and adherence to appropriate accounting
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leadership capability relation accepted model leadership management. Part 1. 'Situational leadership redundant a task .' As a future leader teams, present arguments statement. Situational leadership The internal environment within economic agents is suffering dramatic changes within the modern day society and this is the result of numerous pressures from the internal and external environments, such as technology, competition or increasing demands from the various categories of stakeholders. In such a setting,
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