Assignment- Task Autonomy, Degree to which a job

Assignment- Task Autonomy, Degree to which a job

Subject: General Questions    / General General Questions
Question

Assignment. MY ROLE THIS WEEK IS:
Job E. Leadership Expert—Answers the instructor posted question of the
week. Must support post with some theoretical study from the
text. Typically, the question will be presented on Fridays. All
responses must be supported with at least one -two principles
and/or theories from the chapter material.
Your must submit a minimum 1-2 page deliverable in the assigned team’s
discussion forum (equivalent to a one to two page word document) information studied in this week’s

• Task Autonomy: Degree to which a job provides an individual with some control over what is
done and how it is done. • Task Feedback: Degree to which a person accomplishing a task receives information about
performance from performing the task itself. • Task Structure: Degree to which there are known procedures for accomplishing the task and
rules governing how one goes about it. • Task Interdependence: Degree to which tasks require coordination and synchronization for work
groups or teams to accomplish a desired goals. • Technical problems are challenges for which the problem-solving resources already exist. • • Resources have two aspects: specialized methods and specialized expertise. • Technical problems can be solved without changing the nature of the social system in
which they occur. Adaptive problems cannot be solved using currently existing resources or ways of thinking.
• It can be difficult reaching a common definition of what the problem really is. • Adaptive problems can only be solved by changing the system itself. • Adaptive problems, which involve people’s values, require adaptive leadership for
solutions. • Team-building interventions, at the team level, may help members understand why they struggle
to achieve team objectives but are unlikely to remove the root causes of team problems. • Many organizations make top-down efforts to correct team-building problems. • Other organizations are committed to teamwork and are willing to change structures and
systems to support it but are not committed to the “bottom-up” work that is required. • Delegation takes leaders too much time in the short run, although it saves time in the long run. • Delegation is risky because it reduces the leader’s direct control over work that will be
evaluated. • Leaders fear the job will not be done properly. • Leaders may resist delegating tasks that are a source of power or prestige. Leaders may feel guilty about delegating because people are already too busy