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GENERAL ASPECTS OF ADDRESS - Coggle Diagram

- - - - The classical theory of the origin of formal authority assumes that it originates at some very high level of society (God, president, by popular vote) and is then legitimately transmitted from one level to another.
        The subordinate is believed to have a general disposition to accept the rules of the Authority without any reward or punishment.
        
        The Theory of Acceptance of Authority attributes the origin of authority to the person who receives the influence or power and not to the one who exercises it.
        This theory starts from the fact that not all legitimate laws or orders are obeyed in any circumstance; some are accepted and fulfilled while others are not. It is the influenced one who determines to obey or not.
- - - - On the other hand we have efficiency, which is concerned with doing the right things to meet the needs of the company and the environment. Efficacy is a normative measure to achieve results. When the administrator uses instruments to evaluate the achievement of results, to verify that things are well done and correspond to what should be done, then he is heading towards efficiency.
      - Efficiency is the proper use of available resources and effectiveness is the achievement of objectives through available resources.
        Efficiency is focused on finding the best way to do things so that resources are used in the most rational way possible; takes care of using the most appropriate means, methods and procedures that are duly planned and organized to ensure their optimal use.
        Efficiency is more concerned with the means and effectiveness is concerned with the achievement of objectives.
- - - - According to the path-goal theory, the leader's behavior is classified into four groups:
        • Supportive Leadership: Considers the needs of followers, sincerely cares about their well-being, and seeks a pleasant work environment. This type of leadership is very helpful when subordinates are frustrated and unhappy.
        • Participatory leadership: allows followers to influence the decisions of their superiors, which increases motivation.
        • Instrumental leadership: presents clearly and concretely what you expect from your subordinates.
        • Achievement-oriented leadership: sets challenging goals that increase motivation and performance as well as showing that you have confidence that subordinates will achieve the proposed goals.
        
        This theory proposes that there is no ideal leadership, but the appropriate style depends on the situation.
        The gist of this theory is that it holds that the leader influences between behavior and goals.
        The leader can mediate by clearly defining the positions and functions to carry out the tasks, supporting his staff to identify and face obstacles, considering the contributions of the followers when setting goals, stimulating group cohesion, integrating personal needs to objectives of the group, promoting satisfaction with the work performed, reducing tensions and controls, with training, support and rewards.