According to Fiedler, the extent to which the work of subordinates is clear so that they know what to do and how to do it is known as
http://en.wikipedia.org/wiki/Fiedler_contingency_model
According to Fiedler's Contingency Theory, the extent to which the work of subordinates is clear so that they know what to do and how to do it is known as "task structure."
To understand this concept, we first need to know about Fiedler's Contingency Theory of leadership. Fiedler proposed that effective leadership depends on the interaction between the leader's style and the favorability of the situation. He identified three key factors of the situation that affect the leader's effectiveness: leader-member relations, task structure, and position power.
Task structure refers to the degree to which the tasks, roles, and responsibilities within the organization are clearly defined. It focuses on how well-defined the work of subordinates is, including the clarity of objectives, procedures, and guidelines. A high task structure indicates that the work is well-defined and provides clear instructions to the subordinates on what needs to be done and how to do it. In contrast, a low task structure indicates that the work is ambiguous and lacks clear guidelines.
Fiedler argued that leaders with a high task structure situation have more success because the clear instructions and guidelines make it easier for subordinates to know their role and expectations. This reduces uncertainty and allows employees to focus on their tasks, improving their performance.
To determine the level of task structure in a specific situation, you would need to analyze the clarity of the organization's goals, the clarity of job roles and responsibilities, and the existence of clear procedures or guidelines for completing tasks. Assessing these factors can help determine whether the task structure is high or low, which in turn can have implications for leadership effectiveness.