Organising Authority, Responsibility Etc

8/12/2019 Organising Authority, Responsibility Etc

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Organizing


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Authority and Responsibility


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Authority:

Authority may be defined as the powerto make decisions which guide the

actions of another. It is a relationship

between two individuals, one superior,the other subordinate. The superior

frames and transmits decisions with

the expectations that these will beaccepted by the subordinate. The

subordinate executes such decisions

and his conduct is determined by


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Features of Authority

1. Authority is basically legitimized andconfers a right to the position holder

by which he regulates the behavior of

his subordinates to act or not to act incertain ways.

2. Authority gives right of decision

making. Superior has right to enforcethe decisions.

3. Authority is exercised to influence the

behaviour of those on whom it has


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Features of Authority

4. The authority in itself is an objectivebecause it is given to a position but

its exercise may be subjective. The

exercise of authority is determined bythe personality factors of its

possessor.


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Authority Vs Power

Authority is the right to

command.

Power is the Capacity toCommand.


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Flow of Authority: Classical

Approach


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Flow of Authority : top-down Authority

Shareholders

Board of Directors

Chief Executive Officer

Departmental Managers

Foremen

Workers


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Flow of Authority: Acceptance

Theories


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Acceptance theories view authority as

being present when a directive is

legitimized by virtue of its acceptance

from below.

Therefore in Organization, managers are

expected to exercise authority based

in the following:1. Authority of the position,

2. Authority of knowledge and

competence,


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Responsibility

Responsibility is the duty to which aperson is bound by reason of his

status or task. Such responsibility

implies compliance with directives ofthe person making the initial

delegation.

G. R. Terry has defined responsibilityas the obligation of an individual to

carry out assigned activities to the

best of his ability.


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Accountability

Authority is the right to act,responsibility is the obligation to carry

out delegated authority;

Accountability establishes reliability forthe proper discharge of the duties

delegated to the subordinate.

Responsibility and accountability mayseem similar but the are different

-S P

Robbins


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Accountability is reckoning

(calculation) of the responsibilitiesreceived by delegation of authority

-Hurley

Accountability creates the obligation forthe maintenance of responsibility by

the superior (delegator of authority)

and an accompanying insistence that

the work performed must meet his

expectations.


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Subordinates are responsible for

completion of the tasks assigned tothem and are accountable to their

superiors for the satisfactory

performance of that work.

The concept of comprehensiveresponsibility includes the concept of

accountability also.


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DELEGATION OF AUTHOROTY


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Delegation of authority is the process

by which a manager assigns aportion of his total work load to

subordinates

Delegation means conferring authority

from one manager or organizational

unit to another in order to accomplish

particular assignments. By means of

delegation, a manager extends his

area of o erations.


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Features of Delegation:

1. Delegation is authorization tomanager to act in a certain manner.

Delegation prescribes the limits

within which a manager has todecide the things.

2. Delegation has dual characteristics:

As a result of delegation, thesubordinate receives authority from

his superior, but at the same time,

his superior still retains all his


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3. Authority once delegated can be

enhanced, reduced, or withdrawn

depending on the situation andrequirement.

4. Delegation of authority is always to

the position created through theprocess of organizing.

5. A manager delegates authority out

of the authority vesting in him. He

cannot delegate which he himself

does not possess.


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Steps in Delegation1. Determination of Results Expected:

Authority shouldbe delegated to a position according to the

results

expected of that position.

2. Assignment of Duties: A mansduties will

be clear to

him only when he knows what activities he

mustundertake and what goals he must fulfill.

3. Authorization for Action: Making

commitments, use


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Principles of Delegation

1. Delegation by Results Expected to a

Position2. Coordination with Department

Objectives

3. Unity of Direction

4. Clarity of Lines of Authority

5. Level of Authority6. Unity of Command

7. Parity of Authority and Responsibility

8. Absoluteness of Responsibility:


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BLOCKS TO EFFECTIVE

DELEGATION


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Delegators Side

1. Love for Authority

2. Maintenance of Tight Control

3. Fear of Subordinates Growth

4. Fear of Exposure own shortcomings

5. Attitude Towards Subordinates

6.Personality of Superior


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Subordinate's Side

1. Lack of talent

2. Lack of Enthusiasm

3. Urgency and Criticalness of Task

4. Bad past Experiences

5. Resistance to take Responsibility

6.Organization Cultural


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Measures for Effective Delegation

1. Making the Potential Delegator Feel

Secure

2. Creating Awareness for Need of

Delegation3. Determining Decisions and Tasks to

be Delegated

4. Establishing favorable Climate5. Choosing the subordinates Wisely.

6. Tying Delegation with Planning


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Centralization

Centralization is Systematic andConsistent reservation of authority

at central points within an

organization.Decentralization applies to the

Systematic delegation of authority in

an organization-wide context

- Louis A. Allen


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Centralization refers to the reservation of

authority at the top level of the organization

and decentralization refers to systematic

delegation of authority in the organization.

However, there can neither be absolute

centralization nor there can be absolutedecentralization. The concepts of

centralization and decentralization are two

extreme points in the matter of distribution ofauthorityin the organization. In between these

two extreme points, there may be continuum

of authority distribution


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Factors Determining Degree of Decentralization

1. Size of the Organization

2. History of the Organization

3. Management Philosophy

4. Availability of Managers5. Pattern of Planning

6. Control Techniques

7. Decentralized Activities8. Rate of Change in Organization

9. Environmental Influence


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Departmentation

The process of grouping the activitiesis

commonly known as

departmentation. The terms used to

denote the departments that result

from departmentation vary a great

deal. In business organizations,

such terms as division, department,and section are used; in

government, these are called

branch, department, bureau, and


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Need and Importance of Departmentation

1. Advantages of Specialization

2. Fixation of Responsibility

3. Development of Managers

4. Facilitate in Appraisal

5. Feeling of Autonomy


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Bases of Departmentation

1. Function

2. Product

3. Territory

4. Process

5. Customer


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Committee


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Committee means the group of

persons to whom some matter or

charge is committed.

Committeecan be defined as a body ofpersons appointed to meet on an

organized basis for the discussion

and dealing of matters broughtbefore it.


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Features of Committee

1. A committee is a group of persons.

There should be at least twopersons. The ideal number of

maximum persons is seven. There

is always one person who is theChairperson of the committee.

2. A committee can deliberate only on

matters that are brought before it.

When a committee is constituted,

there are strictly defined


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3. Members of committee draw

authority through delegation. The

authority is usually expressed interms of one vote.

4. The committee may merely

deliberate on the matter without any

authority for making or

recommending decisions.

5. A committee may be constituted at

any level of the organization and its

members can be drawn from any


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Committee

1. Chairman-Member Relationship

2. Participation

3. Group Pressure

4. Decision Process1. Initial Stage: Pool of CommonInformation

2. Inferences and evaluation of

information to form common opinionsin a general way

3. Gets around more specific

suggestions and solution to the

Reasons and Use of Committee


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Reasons and Use of Committee

1. Pooling of Knowledge and

Experience2. Facility for Coordination

3. Representation of Interested

Groups

4. Fear of Too Much Authority in a

Single Person

5. Consolidating Authority

6. Transmission and Sharing

Information


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Problems in Committee

1. High Costs

2. Slow Decisions

3. Indecision

4. Minority Domination5. Splitting the Responsibility

6. Misuse of Committees

1. Waste of Organisational Resourcesand Time

2. Avoiding task for the time being

3. Imposing own personal decisions


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Thank You

Organising Authority, Responsibility Etc

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