The management and leadership roles, which are critical dimensions of the world of business, have distinguishing characteristics:

• Management emerged with the Industrial Revolution.
• Management is based on position; leadership is about personal qualifications.
• Managers are appointed; a leader is a role model who earns the title and is embraced by the followers.
• Management aims at formal goals whereas leaders generate informal goals.
• Management is attaining goals through others; leadership is pursuing goals with others.
• Management is based on rules, leadership is spontaneous and inspirational.
• Managers focus on completing tasks efficiently; leaders focus on goals for development, improvement, and change.
• Management authority is based on legal authority; leadership power comes from followers.
• Management produces order and consistency; leadership produces change and movement.

Importance of Delegation

Effective management – Managers can pass routine work activities to subordinates so they can focus on important issues. Delegation reduces the workload of managers.
Employees’ development – Employees have opportunities to develop their skills, utilize their talents and gain work experience.
Employee’s motivation – When managers share their responsibilities and authority, employees may gain the feeling of belongingness and trust and become more motivated.
Organizational growth – Delegation leads to division of labor and work specialization that brings effective coordination within the organization, which is important for organizational growth.
Basis of hierarchy – Delegation establishes manager/employee relationship that is a basis for management hierarchy.

Types of Control                 Transformation phases

I- Concurrent control          B- Processes

II- Feedforward control       A- Input

III- Feedback control          C- Output 

Technical complexity is categorized according to the level of mechanization of the manufacturing process. The correct answer is D. 

Maslow introduced five types of needs: psychological needs; safety needs; social needs; esteem needs; and self-actualization needs. The needs are in sequence. As one level of needs are satisfied, they are no longer effective and the next level of needs become activated. The correct answer is D.

The chain of command is defined as the hierarchy of authority and the reporting
relationships from one management level to the next. It clearly shows who is responsible for each task and who has the authority to make decisions. The authority flows from upper levels to lower levels such that employees would know who reports to whom.

The quantitative approach to management refers to a perspective on management that emphasizes use of a group of methods in managerial decision making, based on the scientific method.  

In an “effective” internal control system, the following five components work to support the achievement of an entity’s mission, strategies, and related business objectives:

• Control Environment?
• Risk Assessment?
• Control Activities?
• Information and Communication

Monitoring

Leading is about guiding the organization towards the organizational goals and objectives. Organizing and leading are related. rough these two functions choices are made about the way people work together and are motivated to achieve individual and group goals and objectives.

The introduction of transformational leadership was initiated by Downton and developed by Burns.

: Content perspectives on motivation focus on peoples’ needs that result in certain behaviors and actions for fulfilling them. These perspectives therefore discuss various needs that motivate people for contributing to organizational goals. Acquired needs theory is one them and proposes that certain needs acquired throughout one’s lifetime determine the motivational dimensions at work.

A mechanistic designis more appropriate for a firm with stable or low uncertainty in its external environment.

An organization can use its skills and knowledge (core competencies) to produce unique or differentiated products or services following a differentiation strategy. In this case, it should develop new and innovative products and bring them to market quickly. This requires organizational flexibility and innovations with a high level of communication and coordination among important functions such as production, marketing and R&D. Therefore, firms should follow organic design.

Both the unit production and process production require a higher level of direct supervision and decentralized decision making, that is it needs to be responsive to customers. The overall structure is organic.

By looking at the present through the collection of hourly, daily, monthly data, short-term planning shapes the near future of the organization. This planning addresses short-term concerns like the condition of machinery and equipment used in production. With these quick fixes, short-term planning is in fact assisting the organization in moving gradually toward its longer-term goals. The correct answer is C. 

Contingency models of leadership focus on the match between environmental factors and leader’s behaviors. Some of the factors examined are organizational goals, leader employee relations, task structure, and position power. Let’s briefly explain some of the contingency approaches to leadership: situational leadership; Fiedler’s contingency theory. The correct answer is E.

The Types of Departmentalization
Functional departmentalization groups work activities together by the functions employees perform.
Product departmentalization groups resources according to specific products or services offered by an organization.
Customer departmentalization targets specific customer classifications in order to serve the needs of identifiable customer groups.
Geographic departmentalization is based on the geographic markets or the locations where work is done.
Process departmentalization is used to divide the organizations according to production process of goods or services.

The characteristics exhibited in the question are the ones that mechanistic organizational structures.  A mechanistic structure is characterized by a rigid bureaucratic structure that is controlled by rules and procedures in a clear hierarchy of authority or chain of command. It is tightly controlled or that the span of control is narrow which leads to a relatively tall structure. Work activities are standardized with high degree of specialization.

Tasks in an accounting firm are very specific, rigid, routine, requiring strict rules and regulations. That's why accounting firms will exhibit a much more mechanistic organization structure.

The studies revealed the significance of psychological and social factors in
the workplace

The leadership function is composed of critical factors which form the leadership process. These are goals, followers, circumstances, and the leaders her/himself. Leaders have such a personal style that attaches them a charisma which affects the followers in a variety of relationships.

Delegation occurs when a manager divides work among the subordinates and gives them responsibility and authority to accomplish the tasks.

A transformational leader articulates a vision,?transforms the thinking of individuals, brings out their creativity, engages in the organizational atmosphere, and?empowers followers to accomplish goals, and moreover?to reach their full potential. We can think of many?examples of transformational leadership in Turkey and in?the world in all areas. Atatürk is a leading example.