Organization, Leadership and Talent Management

Introduction

Media organizations transform ideas, information, performances and data into public communication products and services. Newspapers, broadcasters, streaming platforms, film companies, advertising agencies, digital publishers and creator businesses differ in technology and revenue model, but all must coordinate creative, editorial, technical, commercial and administrative work. Their performance depends not only on equipment or content strategy, but also on how authority is arranged, how people are led, and how talent is recruited, developed and retained.

Media management is distinctive because it combines professional values that may conflict. Editorial independence may require distance from advertisers and owners, while commercial sustainability requires revenue. Creative workers value autonomy, while managers must meet deadlines and budgets. Digital platforms demand rapid experimentation, while journalism and public communication require accuracy, accountability and ethical judgment. Effective management therefore involves designing systems that protect quality and public trust while enabling innovation and financial viability.

This chapter examines organizational structures and culture, leadership, editorial–commercial relationships, team design, motivation, creative labor, diversity, workforce planning and organizational change.

Learning Objectives

By the end of this chapter, students should be able to:

1. Explain major organizational structures and their suitability for different media enterprises.
2. Analyze the relationship between organizational culture, leadership and performance.
3. Distinguish editorial, commercial and governance responsibilities.
4. Design effective media teams and apply motivation principles.
5. Evaluate issues affecting creative labor, diversity and inclusion.
6. Prepare a basic workforce plan and assess change-management strategies.
7. Apply these concepts to a realistic media-management case.

1. The Media Organization as an Open System

An organization is a coordinated social system created to achieve shared purposes. A media organization is an open system: it exchanges resources and information with its environment. It receives inputs such as capital, talent, technology, audience data, ideas and public information; transforms them through editorial, production and distribution processes; and produces outputs such as programs, articles, films, advertisements, subscriptions and social impact.

Its environment includes audiences, competitors, regulators, owners, advertisers, technology firms, labor markets, cultural communities and political institutions. Environmental change—such as a new platform algorithm, a recession, a regulatory decision or a shift in audience behavior—can affect every part of the organization.

Media work has several simultaneous forms of value:

• Cultural value: meaning, identity, representation and entertainment.
• Public value: information, scrutiny, education and democratic participation.
• Audience value: usefulness, enjoyment, connection and convenience.
• Economic value: subscriptions, advertising, licensing, sponsorship and data-enabled services.
• Reputational value: credibility, brand recognition and trust.

Management must coordinate these values rather than assume that financial performance alone defines success.

2. Organizational Structure and Design

Organizational structure describes how tasks, authority, communication and accountability are distributed. Important dimensions include specialization, formalization, centralization, span of control and departmentalization.

2.1 Functional structure

A functional structure groups employees by expertise—for example, editorial, production, technology, marketing, sales, finance and human resources. It supports specialization, professional standards and efficient use of resources. A television network may maintain separate news, entertainment, engineering and sales departments.

Its weaknesses include departmental silos, slow coordination and competition for resources. A sales department may prioritize advertiser demands while editorial staff prioritize independence. Senior managers must create cross-functional mechanisms to resolve such tensions.

2.2 Divisional structure

A divisional structure groups activities around products, audiences, markets, territories or brands. A media conglomerate may have separate divisions for television, radio, publishing, streaming and events. Each division can respond rapidly to its market and be evaluated on performance.

The disadvantages are duplication and internal competition. Several divisions may purchase similar technology or maintain separate marketing teams, raising costs.

2.3 Matrix and project structures

A matrix combines functional expertise with product or project responsibility. A documentary producer may report administratively to a factual-content department while working under a project manager responsible for a particular series. Matrix structures enable flexible deployment of scarce specialists but can create dual authority, role ambiguity and conflict.

Project structures are especially common in film, advertising, events and digital production. They are effective when work is temporary, interdisciplinary and deadline-driven. They require clear briefs, decision rights, budgets and procedures for closing projects and preserving organizational learning.

2.4 Network and platform structures

Network organizations rely on partnerships, freelancers, production houses, technology providers and distribution platforms. They can scale quickly and access specialized talent, but coordination, quality control, labor protection and accountability become more difficult. A platform may be technologically centralized while its content production is distributed across many independent suppliers.

2.5 Choosing a structure

No structure is universally superior. Structure should fit strategy, size, technology, regulatory obligations, degree of uncertainty and type of creative work. A small digital publication may need a flat structure and direct communication. A national broadcaster needs stronger formal procedures because it coordinates many channels, legal duties and technical operations.

Managers should periodically ask:

• Who has authority to make each important decision?
• Where do editorial and commercial interests intersect?
• How quickly can information move across departments?
• Are responsibilities duplicated or neglected?
• Does the structure support both accountability and creative autonomy?

3. Organizational Culture and Professional Identity

Organizational culture consists of shared assumptions, values, norms and practices that shape how work is understood and performed. It is visible in language, rituals, office arrangements, promotion decisions and responses to mistakes, but some of its strongest elements are implicit.

A culture may be described as:

• Innovative or conservative: whether experimentation is rewarded.
• Collaborative or competitive: whether knowledge is shared or withheld.
• Purpose-driven or purely commercial: how public and financial goals are balanced.
• Inclusive or exclusionary: whose perspectives are considered legitimate.
• Learning-oriented or blame-oriented: how the organization responds to error.

Media professionals also belong to occupational cultures. Journalists may emphasize verification and public accountability; designers may emphasize originality; engineers may emphasize reliability; sales staff may emphasize client relationships. These identities can produce productive debate, but they can also create boundary conflicts.

A healthy culture does not mean permanent agreement. It enables disagreement through legitimate processes, evidence and respect. In journalism, for example, a culture of constructive challenge can reduce factual errors. In creative production, structured critique can improve a concept without humiliating its author.

Culture is influenced by leadership, recruitment, incentives, informal role models and organizational history. It cannot be changed merely through slogans. Managers must align stated values with budgets, workloads, promotion criteria and everyday behavior.

4. Leadership in Media Organizations

Leadership is the process of influencing people toward shared goals. Management generally emphasizes planning, organizing and control; leadership emphasizes direction, meaning, relationships and change. Effective media executives need both.

4.1 Major leadership perspectives

Trait approaches examine qualities associated with leaders, such as judgment, resilience, communication and integrity. Traits may help, but they do not guarantee effectiveness because context matters.

Behavioral approaches distinguish task-oriented behavior from relationship-oriented behavior. Media work requires both: deadlines and quality standards must be maintained while creative professionals need trust and recognition.

Contingency approaches argue that an appropriate leadership style depends on the task, environment and team. A live broadcast emergency may require directive decisions; a long-form development project may benefit from participation and experimentation.

Transformational leadership motivates people through purpose, vision and intellectual stimulation. It can support innovation, but vision must be accompanied by resources and realistic implementation.

Servant and ethical leadership emphasize employee development, fairness, responsibility and the interests of stakeholders. These approaches are particularly important where media organizations exercise influence over public discourse.

4.2 Leadership capabilities

A media leader should be able to:

• communicate a clear editorial or creative purpose;
• make decisions under uncertainty;
• protect professional standards from inappropriate pressure;
• negotiate across creative, technical and commercial groups;
• use evidence without reducing judgment to metrics;
• give and receive feedback;
• recognize burnout, harassment and unequal treatment;
• develop successors rather than centralize all authority.

Leadership credibility is built through consistency. Employees quickly notice when an organization claims to value inclusion but promotes only familiar profiles, or claims to value quality while setting impossible production schedules.

5. Editorial–Commercial Relationships and Governance

The editorial–commercial relationship is one of the central governance problems in media management. Editorial functions select, investigate, interpret and present content. Commercial functions generate revenue through advertising, subscriptions, sponsorship, sales, licensing or partnerships. Both are essential, but their goals are not identical.

A useful principle is functional separation with strategic coordination. Commercial departments may inform editorial teams about audience needs and financial constraints, but they should not determine editorial conclusions or suppress legitimate content. Editorial departments should understand costs and audience behavior, but should not misrepresent commercial messages as independent journalism.

Safeguards may include:

• published editorial and advertising policies;
• disclosure of sponsorship, product placement and conflicts of interest;
• separate approval routes for editorial content and paid messaging;
• an independent editor-in-chief or standards officer;
• documented complaints and correction procedures;
• board-level oversight of ownership and political conflicts;
• transparent labeling of sponsored or algorithmically generated content.

Separation does not mean isolation. Editors and commercial managers should jointly plan capacity, budgets, distribution and audience strategy while respecting decision boundaries. In subscription media, for example, audience research can guide product design without dictating the editorial treatment of a story.

6. Team Design and Collaboration

A team is a small group with complementary skills, shared objectives, interdependent work and mutual accountability. Media teams often include writers, reporters, producers, editors, designers, camera operators, developers, audience specialists and commercial colleagues.

Effective team design requires:

1. A clear purpose: the problem or product the team exists to address.
2. Defined roles: who is responsible, accountable, consulted and informed.
3. Complementary competence: not merely a collection of similar specialists.
4. Decision rules: which decisions are individual, collective or escalated.
5. Communication routines: meetings, shared documents, production boards and review points.
6. Psychological safety: the ability to raise concerns without humiliation or retaliation.
7. Feedback and learning: post-project evaluation based on evidence.

Team size should match coordination needs. Larger teams can provide more skills but increase communication demands. A practical production team may use a small core group with specialist contributors brought in at defined stages.

Conflict is not automatically harmful. Task conflict about evidence, design or priorities may improve outcomes. Relationship conflict involving personal hostility generally damages trust. Managers should clarify objectives, surface assumptions and use fair processes rather than suppressing disagreement.

7. Motivation, Performance and Well-Being

Motivation concerns the forces that initiate, direct and sustain behavior. Media work is influenced by intrinsic motivation—curiosity, craft, autonomy and purpose—and extrinsic motivation, including pay, promotion, recognition and job security.

Self-determination theory proposes that motivation is strengthened when people experience autonomy, competence and relatedness. These needs are highly relevant to creative work. Excessive surveillance or arbitrary revisions can reduce autonomy; inadequate tools and training weaken competence; exclusion and poor teamwork damage relatedness.

Herzberg’s two-factor perspective distinguishes hygiene factors, such as salary, working conditions and security, from motivators, such as achievement, recognition, responsibility and meaningful work. Good pay does not automatically create engagement, but poor pay or unsafe conditions can produce dissatisfaction.

Expectancy theory explains motivation through three judgments: whether effort is likely to produce performance, whether performance will produce outcomes, and whether those outcomes are valued. If staff believe that excellent work will not be recognized, motivation declines.

Performance management should therefore combine:

• clear, realistic objectives;
• regular developmental feedback;
• fair evaluation of both outcomes and process;
• recognition of collaborative contributions;
• access to training and career pathways;
• workload monitoring and psychological support.

Media managers must avoid measuring only clicks, views or output volume. Such metrics can reward sensationalism, shallow production or quantity over quality. A balanced evaluation may include accuracy, audience value, innovation, timeliness, teamwork, ethical compliance and financial contribution.

8. Creative Labor and the Changing Employment Relationship

Creative labor involves producing symbolic, cultural or intellectual value. It often includes passion, identity and flexible working arrangements, but these features can be exploited. Freelancers and early-career workers may accept low pay, uncertain schedules or unpaid portfolio work to gain access to the industry.

Key issues include:

• insecure contracts and irregular income;
• unpaid or excessive overtime;
• weak bargaining power;
• blurred boundaries between work and personal life;
• emotional labor and exposure to disturbing material;
• intellectual-property and credit disputes;
• algorithmic monitoring and platform dependence;
• unequal access to networks and opportunities.

Responsible talent management treats freelancers and contractors fairly, clarifies rights and deliverables, pays promptly, credits contributions and provides safe reporting channels. Organizations should distinguish genuine flexibility from the transfer of business risk onto workers.

Automation and generative artificial intelligence are changing content workflows. They may assist transcription, translation, editing, research organization, recommendation and personalization. However, risks include fabricated information, biased outputs, copyright disputes, privacy violations, deskilling and unclear accountability. Human review remains essential where content affects reputation, safety, rights or public understanding. Organizations should document AI use, verify outputs, protect confidential data and establish responsibility for final decisions.

9. Diversity, Equity and Inclusion

Diversity refers to differences among people, including gender, ethnicity, class, disability, age, language, religion, geography, sexuality and professional background. Inclusion concerns whether people can participate, influence decisions and progress fairly. Representation matters both ethically and substantively: media organizations shape which experiences become visible and credible.

Diversity initiatives should address the entire talent cycle:

• broaden recruitment channels and selection panels;
• use transparent criteria and structured interviews;
• remove unnecessary barriers in job descriptions;
• provide accessible workplaces and reasonable adjustments;
• audit pay, promotion and allocation of high-profile assignments;
• support mentoring and sponsorship;
• establish credible anti-harassment procedures;
• measure retention and employee experience, not only hiring.

Tokenism occurs when a person is included symbolically without meaningful authority or support. Inclusion also requires editorial and creative openness: diverse staff should not be confined to stories about their identity, and organizations should avoid treating one individual as representative of an entire community.

10. Workforce Planning and Talent Management

Talent management is the integrated process of attracting, selecting, developing, deploying, engaging and retaining people whose capabilities support organizational goals.

Workforce planning connects strategy with human capability. A basic process is:

1. Translate strategy into required capabilities.
2. Map current skills, roles, workloads and demographic patterns.
3. Forecast future demand under different scenarios.
4. Identify gaps, surpluses and critical dependencies.
5. Choose responses: recruit, train, redeploy, outsource, automate or redesign work.
6. Implement and review using evidence.

A simple workforce gap can be expressed as:

Here, “required capability” and “available capability” must be defined using the same unit, such as number of qualified employees, full-time-equivalent capacity or proficiency score. The expression is a planning aid, not a precise prediction. It assumes that capabilities are comparable and that the relevant time period is specified.

For example, if a digital video unit requires 8 full-time-equivalent editors next year and has capacity equivalent to 6, its staffing gap is 2 full-time-equivalent editors. Management might recruit one editor and train two existing producers, depending on cost, time and quality requirements.

Important talent practices include competency frameworks, induction, mentoring, succession planning, portfolio development, internal mobility and knowledge management. Retention depends on more than salary: meaningful work, fair leadership, manageable workload, recognition, career prospects and security all matter.

11. Managing Organizational Change

Change may involve a new platform, merger, newsroom reorganization, automation, business-model shift or cultural transformation. Employees often resist change not because they are irrational, but because they fear loss of status, competence, income, identity or professional standards.

A useful change process includes:

• diagnosing the external and internal need for change;
• defining a credible future state;
• identifying stakeholders and likely effects;
• communicating reasons, evidence and uncertainties;
• involving affected employees in design;
• providing training, time and resources;
• piloting and learning before full implementation;
• reinforcing new practices through systems and incentives.

Kotter’s widely used model emphasizes urgency, a guiding coalition, vision, communication, removal of obstacles, short-term gains, sustained acceleration and institutionalization. Lewin’s simpler model describes unfreezing existing assumptions, changing behavior and refreezing new practices. These models are useful teaching frameworks, but real change is rarely linear. Political interests, resource constraints and unexpected events can alter the sequence.

Change should be evaluated through both operational and human indicators: delivery time, quality, financial results, adoption, employee workload, turnover, trust and audience outcomes. A technologically successful project may still fail if it produces burnout or undermines editorial standards.

Applied Case: NorthStar Media’s Integrated Digital Newsroom

Background

NorthStar Media is an illustrative regional company operating a newspaper, news website, podcast service and video channel. Advertising revenue has declined, audiences consume news through mobile platforms, and younger employees have high turnover. The company decides to build an integrated digital newsroom and introduce automated transcription and translation.

Problem

The existing structure is strongly functional. Print, web, audio and video teams operate separately. Editors compete for reporters, the sales department pressures staff to produce sponsor-friendly material, and employees do not know who has final authority over mobile publishing. Freelancers report delayed payment and limited access to training. Senior leadership believes technology alone will solve the problem.

Analysis

The central problem is organizational rather than purely technical. NorthStar has duplicated workflows, unclear decision rights and a culture that treats speed as more important than learning. The proposed system also creates risks involving verification, copyright, privacy and job redesign. A successful intervention must integrate teams without erasing editorial independence.

Approach

NorthStar establishes a cross-platform content desk led by an editor with authority over news priorities and standards. Functional specialists remain responsible for professional development, while project teams produce major stories across formats. A written governance protocol separates editorial decisions from sponsorship decisions and requires clear labels for commercial content.

The company maps skills and finds gaps in mobile video, audience analytics, accessibility and AI verification. It funds training, creates a paid fellowship route and establishes a freelancer charter covering rates, credits, payment deadlines and safety. AI tools are approved only for low-risk assistance at first; a human editor must verify transcripts, translations and factual claims.

Team leaders introduce weekly planning, short daily coordination meetings and monthly learning reviews. Performance measures include reach, subscriber conversion, corrections, completion rates, diversity of sources, staff workload and retention rather than clicks alone.

Outcome

After six months, duplicate production falls and cross-platform publishing becomes faster. The first AI pilot identifies useful efficiency gains in transcription but also produces errors with names and dialects, confirming the need for human verification. Employee trust improves after freelancers are paid on time and staff participate in workflow design. Commercial tension remains, but the written protocol makes disputes visible and reviewable.

Learning points

1. Structure must follow workflow and strategy, not technology alone.
2. Integration requires clear authority and protected professional boundaries.
3. AI adoption is a governance and capability issue as well as a software decision.
4. Workforce planning should include freelancers and development pathways.
5. Balanced measures prevent the organization from optimizing for clicks at the expense of trust and quality.

Challenges and Limitations

Organizational models simplify reality. A matrix may appear flexible but conceal unequal power. Culture surveys may produce socially desirable answers. Performance indicators can distort behavior when targets become more important than purpose. Diversity statistics may show recruitment progress while hiding exclusion in promotion and retention. Leadership frameworks may also reflect Western assumptions about authority and individual motivation.

Managers should therefore triangulate evidence: combine quantitative indicators with interviews, observation, project reviews and stakeholder feedback. They should distinguish correlation from causation and avoid claiming that one intervention explains every outcome. Ethical judgment remains necessary because not all important media values—such as dignity, trust or democratic contribution—are easily measured.

Best-Practice Principles

• Align structure with strategy, workflow and professional obligations.
• Make decision rights explicit, especially at editorial–commercial boundaries.
• Combine accountability with reasonable creative autonomy.
• Reward quality, learning and collaboration, not only volume or reach.
• Treat contingent workers fairly and transparently.
• Build diversity into recruitment, assignment, promotion and governance.
• Introduce technology through pilots, training, risk assessment and human oversight.
• Use workforce data responsibly and protect employee privacy.
• Communicate change honestly and involve those affected.
• Evaluate success through financial, creative, ethical, audience and employee outcomes.

Chapter Summary

Media organizations are open systems that coordinate creative, editorial, technical and commercial resources in changing environments. Functional, divisional, matrix, project and network structures each offer advantages and risks; the appropriate choice depends on strategy, scale, uncertainty and workflow. Culture shapes behavior through shared values and informal norms, while leadership provides direction, ethical protection and the conditions for learning.

Editorial and commercial functions should coordinate strategically but maintain clear decision boundaries and disclosure safeguards. Effective teams require shared purpose, complementary skills, role clarity, psychological safety and constructive conflict. Motivation depends on autonomy, competence, relatedness, fair rewards, meaningful work and manageable conditions. Creative labor must be managed responsibly because flexibility can coexist with insecurity and exploitation.

Diversity and inclusion require action across recruitment, work allocation, promotion and retention. Workforce planning links future capability needs with recruitment, training, redeployment and technology decisions. Change management is most effective when it combines a credible purpose, participation, resources, experimentation and continuous evaluation. Across all these areas, responsible media management balances economic sustainability with professional integrity, employee well-being, audience value and public trust.

Key Terms

Organizational structure: The arrangement of tasks, authority, communication and accountability.

Open system: An organization that exchanges resources, information and influence with its environment.

Functional structure: A structure grouping employees by specialist function.

Divisional structure: A structure grouping activities by product, market, audience or territory.

Matrix structure: A structure combining functional and project or product authority.

Organizational culture: Shared assumptions, values, norms and practices shaping behavior.

Leadership: The process of influencing people toward shared goals.

Editorial independence: The ability of editorial professionals to make content judgments without improper external control.

Governance: Systems through which authority, accountability, ethics and oversight are exercised.

Team: A group with complementary skills, shared objectives and mutual accountability.

Psychological safety: A shared belief that people can speak up, question and report concerns without retaliation.

Intrinsic motivation: Motivation arising from interest, purpose, enjoyment or satisfaction in the work itself.

Creative labor: Work producing cultural, symbolic or intellectual value.

Talent management: The integrated management of attracting, developing, deploying and retaining people.

Workforce planning: The process of matching future capability requirements with available human resources.

Diversity: The presence of differences among people and perspectives.

Inclusion: The extent to which people can participate, influence and progress fairly.

Change management: The planned and adaptive process of moving an organization toward a desired future state.

Editorial–commercial boundary: The governance distinction between content judgment and revenue-generating activity.

Human oversight: Review and responsibility retained by people when systems or AI assist decisions.

Review Questions

Short Answer Questions

1. What makes a media organization an open system?
2. State two advantages and two disadvantages of a matrix structure.
3. Why should editorial and commercial functions be coordinated but not conflated?
4. What are the three psychological needs identified by self-determination theory?
5. Define workforce planning.

Long Answer Questions

1. Compare functional, divisional and network structures and explain when each may be appropriate for a media organization.
2. Discuss how organizational culture influences editorial quality, innovation and employee behavior.
3. Explain the leadership capabilities required to manage creative and commercially oriented employees.
4. Examine the major ethical and employment issues associated with creative labor.
5. Describe a comprehensive approach to diversity, inclusion and talent retention in a media company.

Analytical / Application Questions

1. A streaming company has separate content, technology and marketing departments, resulting in delays and conflict. Recommend a redesign and justify your decision rights and team arrangements.
2. A news organization wants to use generative AI to summarize breaking news. Analyze the benefits, risks, governance safeguards and human roles required before implementation.
3. A production unit requires 12 full-time-equivalent editors but currently has capacity for 9. Develop a workforce response that considers recruitment, training, outsourcing, workload and long-term capability.

Multiple Choice Questions with Answers

Question 1

Which structure groups employees according to specialist functions such as editorial, sales and technology?

A. Functional structure

B. Divisional structure

C. Network structure

D. Pure project structure

Correct Answer: A. Functional structure

Question 2

What is the best description of psychological safety?

A. The absence of all disagreement in a team

B. A belief that people can raise concerns without retaliation

C. A system that monitors employee emotions

D. A guarantee that every proposal will be accepted

Correct Answer: B. A belief that people can raise concerns without retaliation

Question 3

Which principle best describes the editorial–commercial relationship recommended in the chapter?

A. Commercial staff should approve all editorial conclusions

B. Editorial and commercial departments should never communicate

C. They should coordinate strategically while maintaining decision boundaries

D. Editorial content should always be designed around advertiser preferences

Correct Answer: C. They should coordinate strategically while maintaining decision boundaries

Question 4

Self-determination theory identifies which three needs as important for motivation?

A. Status, competition and control

B. Autonomy, competence and relatedness

C. Pay, promotion and publicity

D. Authority, specialization and formalization

Correct Answer: B. Autonomy, competence and relatedness

Question 5

If a media unit requires capacity for 8 full-time-equivalent editors and has capacity for 6, what is its staffing gap?

A. 2 full-time-equivalent editors

B. 6 full-time-equivalent editors

C. 8 full-time-equivalent editors

D. 14 full-time-equivalent editors

Correct Answer: A. 2 full-time-equivalent editors

Question 6

Which practice is most consistent with responsible AI use in media?

A. Publishing AI-generated claims without review

B. Allowing the software vendor to accept all accountability

C. Using human verification for high-risk factual content

D. Concealing all AI assistance from audiences and staff

Correct Answer: C. Using human verification for high-risk factual content

Question 7

What is a principal risk of relying only on clicks as a performance measure?

A. It eliminates all audience data

B. It may reward sensationalism over quality and trust

C. It prevents commercial revenue

D. It makes teamwork impossible by definition

Correct Answer: B. It may reward sensationalism over quality and trust

Question 8

Which activity belongs most directly to workforce planning?

A. Forecasting future capability requirements and identifying gaps

B. Designing a television commercial for a client

C. Selecting a headline without checking facts

D. Replacing all human workers with software

Correct Answer: A. Forecasting future capability requirements and identifying gaps

Question 9

What does inclusion mean in the context of diversity management?

A. Hiring one person from every social group

B. Ensuring people can participate, influence decisions and progress fairly

C. Avoiding any discussion of difference

D. Assigning employees only to identity-related content

Correct Answer: B. Ensuring people can participate, influence decisions and progress fairly

Question 10

Why should media change initiatives include employee participation?

A. Participation guarantees that no change will occur

B. Employees possess relevant knowledge and may face consequences of the change

C. Participation removes the need for leadership

D. Employees are always more technically qualified than managers

Correct Answer: B. Employees possess relevant knowledge and may face consequences of the change