s entrepreneurs within their divisions.
As we move down the organization, the type of decision that is made becomes more specific and based in day-to-day operations of the organization rather than being strategic and long-term. At middle and lower levels of management, the decisions are likely to involve more structure and be made in concert with other managers and employees rather than made by the manager alone. At the lowest levels of management, stringent rules imposed by the organization (possibly in tandem with work unions), may influence even the types of decisions which are made as well as the way in which they are made.
The size of an organizational unit also affects the manager's role. Larger units are subject to greater bureaucracy than smaller units, and leaders in larger units are less able to use participatory management techniques because of the sheer size of the unit and the number of individuals involved. Larger departments are also likely to have more factions and political influences than smaller groups, as well, which can determine how effective the manager can perform his tasks.
3. Research from Ohio State University indicates that overall, subordinates are typically more satisfied with a leader who is at least moderately considerate, yet the studies do not preclude the idea that a leader can be inconsiderate and effective. Structuring behavior tends to result in additional turnover and grievances when compared to those leaders who use less structure, but the Ohio State studies also suggest that there is a point after which additional consideration does not yield improved performance on the part of subordinates, and after which additional structure does not result in additional grievances.
The Michigan State University studies found that effective managers did not spend their time in the same activities as their subordinates; instead, the managers focused on planning and scheduling activities and oth...