LINE AND STAFF,DECENTRALISATION

LINE AND STAFF…deals with the authority relationships

i.e the problems of line and staff

what is power, responsibility and authority?

what are authority relationships?

AUTHORITY AND POWER POWER:- Power is the ability or potentials of a

person to influence another person or a group to perform an act.

1.Referent Power 2. Legitimate Power 3. Expert Power 4. Coercive Power 5. Reward Power

AUTHORITY AND POWERAuthority :-It is the formal right given to a manager to

command or to give orders to perform a certain task.

Authority is given to a manager to achieve the objectives of the organization.

It is a right to get the things done through others.

It is a right to take decisions.IT IS POWER, BUT IN AN ORGANISATIONAL SETTING

LINE AND STAFF

Line functions are those which have direct responsibility for accomplishing the objectives of the enterprise.

Staff refers to those elements of the organization that help the line to work most effectively in accomplishing the primary objectives of an enterprise.

STAFF…

Staff relationship is advisory.

The function of people in staff position is to investigate , research and give advice to line managers to whom they report.

LINE AND STAFF…

Line and staff are distinguished by their authority relationships and not what they do

E.G. The pr dept is purely staff.. But within the dept there will be line and

staff relationships

LINE AND STAFF..

Staff functions :- purchase, accounting, personnel, & quality

control.

Line functions:- production, marketing & sales, finance.

CONFUSION? ? ? ?

FUNCTIONAL AUTHORITYIt is the power which an individual or

department may have delegated to it over specified processes , practices, policies , or other matters relating to activities undertaken by personnel in departments other than its own.

BENEFITS OF STAFF:1. Their advice is critical as they have

specialised knowledge in their areas2. The advice could be critical in solving a

problem

LIMITATIONS OF STAFF:

Danger of undermining line authority

Lack of responsibility

Thinking in a vacuum

Managerial problems

MAKING STAFF WORK EFFECTIVELY:

Understanding authority relationships

Make line listen to staff

Keep staff informed

COMPLETED STAFF WORK - i.e. ADVICE NOT CONTROL

DELEGATION OF AUTHORITYGive the necessary authority to make

decisions within the area of their assigned duties

Enables decision makingEffective supervision

THE PRIMARY PURPOSE OF DELEGATION IS TO MAKE ORGANISATION POSSIBLE

HOW IS AUTHORITY DELEGATED?

1. When decision making power is vested in subordinate by a superior

2. Superiors cannot delegate authority

which they do not have.

PROCESS OF DELEGATION.. The determination of results expected from

persons in a position

The assignment of tasks to persons in a position

The delegation of authority for accomplishing these tasks

The holding of people responsible for the accomplishment of these tasks.

PRINCIPLES OF DELEGATION:Principle of delegation by results expected

Principle of functional definition

Scalar principle

Authority principle

Principle of unity of command

Principle of absoluteness of responsibility

Principle of parity of authority and responsibility

PRINCIPLE OF DELEGATION BY RESULTS EXPECTED

Authority delegated to an individual manager should be adequate to ensure the ability to accomplish results expected.

PRINCIPLE OF FUNCTIONAL DEFINITION

The more a position or a department has clear definitions of results expected , activities to be undertaken , organizational authority delegated, and authority and informational relationships with other positions understood, the more adequately the responsible individuals can contribute towards accomplishing enterprise objectives.

SCALAR PRINCIPLE

The clearer the line of authority from the ultimate authority for management in an enterprise to every subordinate position , the more effective will be responsible decision making and communication.

AUTHORITY LEVEL PRINCIPLEMaintainance of intended delegation

requires that decisions within the authority competence of individuals be made by them and not be referred upward in the organization structure.

PRINCIPLE OF UNITY OF COMMAND

The more completely an individual has a reporting relationship to a single superior , the less the problem of conflict in instructions and the greater the feeling of personal responsibility for results.

PRINCIPLE OF ABSOLUTENESS OF RESPONSIBILITY

The responsibility of subordinates to their superiors for performance is absolute , once they have accepted an assignment and the power to carry it out, and the superiors cannot escape responsibility for the organization activities of their subordinates.

PRINCIPLE OF PARITY OF RESPONSIBILITY AND AUTHORITY

The responsibility for actions cannot be greater than that implied by authority delegated nor should it be less.

THE ART OF DELEGATIONReceptiveness

Willingness to achieve

Willingness to let others make mistakes

Willingness to trust subordinates

Willingness to establish and use broad controls

DECENTRALISATION..

IT IS THE FUNDAMENTAL ASPECT OF DELEGATION

IT IS MORE OF HOW MUCH OF AUTHORITY IS TO BE DELEGATED RATHER THAN WHAT KIND OF AUTHORITY IS TO BE DELEGATED.

FACTORS DETERMINING DEGREE OF DECENTRALISATION:

COSTLINESS OF THE DECISIONUNIFORMITY OF POLICYHISTORY OF THE ENTERPRISEMANAGEMENT PHILOSOPHYENVIRONMENTAL INFLUENCESAVAILABILITY OF MANAGERS

RECENTRALISATION WHAT IS IT?HOW MUCH TO DECENTRALISE?1. Verifiable objectives2. Technique of organisation i.e. state each

manager’s duites and responsibilities3. Character of top leadership4. Stretch span of management to the

maximum5.Promote managers only when they have good

subordinates to take their place

EFFECTIVE ORGANISATION.

SOME MISTAKES IN ORGANISING..FAILURE TO PLAN PROPERLYFAILURE TO DELEGATE AUTHORITYFAILURE TO BALANCE DELEGATIONGRANTING AUTHORITY WITHOUT

RESPONSIBILITYHOLDING PEOPLE RESPONSIBLE WHO DO

NOT HAVE AUTHORITY

THE END.