Across
- 5. Skills: Abilities that allow an individual to understand complex situations to develop creative and successful solutions.
- 7. Provides little or no guidance or direction, does not provide feedback, unable or unwilling to make decisions.
- 9. staff involvement in goal setting, problem-solving, and decision-making; involves staff in planning and developing new ideas and programs, communicates effectively, and provides regular feedback.
- 10. Theory of Bureaucracy: Ability to apply general rules to specific cases, making the actions of management fair and predictable.
Down
- 1. Theory: Provides a framework for understanding complex organizations.
- 2. Focuses on inspiring and motivating people, often with the goal of fostering change and innovation, guiding people toward long-term goals.
- 3. Determines policy and makes all decisions with no staff input; gives little feedback and dictates work with much control.
- 4. Theory: Managers are more focused on stability, efficiency, and planning, organizing, and controlling resources to achieve specific, often short-term goals.
- 6. Theory: Views organizations as complex systems made up of interrelated parts, and any changes in one part can affect other parts.
- 8. Theory: Integrates the dynamics of the interaction among the leader, the worker, and elements of the leadership situation.