Responsibility, Authority, Delegation,

and Power

Rey Lugtu

www.reylugtu.com

Responsibility

Responsibility is the obligation to perform

assigned activities.

4

Sequence of Activities for the Functional

Similarity Method of Dividing Job Activities

Examine

Objectives

Designate

Activities

Necessary

to Reach

Objectives

Design Jobs

by Grouping

Similar

Activities

Make

Individuals

Responsible

for Performing

Jobs

5

Authority

Authority is the right to perform or command.

6

Acceptance of Authority

Barnard maintains that authority will be accepted only under the

following conditions:

1. The individual can understand the order being communicated.

2. The individual believes the order is consistent with the purpose

of the organization.

3. The individual sees the order as compatible with his or her

personal interests.

4. The individual is mentally and physically able to comply with

the order.

7

Delegation

Delegation is the process of assigning job

activities and related authority to specific

individuals in the organization.

8

Are you willing to delegate?

Sum of a,d,e,g,j,l,m,o,r, and s = (X)

Sum of b,c,f,h,i,k,n,p,q, and t = (Y)

McGregor’s Theory X and Theory Y

• Leaders and managers who hold Theory X

assumptions believe that employees are

inherently lazy and lack ambition.

– A negative perspective on human behavior.

• Leaders and managers who hold Theory Y

assumptions believe that most employees do not

dislike work and want to make useful

contributions to the organization.

– A positive perspective on human behavior.

Obstacles to the Delegation

Process

Obstacles related to the supervisor.

Obstacles related to subordinates.

Obstacles related to organizations.

9

AUTHORITY and RESPONSIBILITY

• Authority– right to take action or make decisions

– legitimises the exercise of power

– enables the issuance of instructions to others

• Responsibility– obligation by the subordinate to perform certain duties and to accept reprimand

for unsatisfactory performance

– a corollary of authority

• Authority without responsibility gives rise to possible abuse of delegation

AUTHORITY COMMENSURATE WITH RESPONSIBILITY

• Delegation, therefore, embraces both authority and responsibility. It is not practical to delegate one without the other

• Responsibility must be supported by authorityand by the power to influence the areas of performance for which the subordinate is to be held responsible

• To hold subordinates responsible for performance without also conferring on them the necessary authority to take action and make decisions within the limits of that responsibility is an abuse of delegation

• Sufficient responsibility to match the authority

which is delegated

• Sufficient responsibility to give subordinate

freedom of action within agreed terms of

reference and to avoid excessive supervision

• Development of subordinates who need the

feeling of responsibility to help in the

performance of their tasks

• Delegated duties are sometimes delegated

further down the line

AUTHORITY COMMENSURATE WITH RESPONSIBILITY

ACCOUTABILITY (Ultimate

Responsibility)

• Ultimate responsibility cannot be delegated

• Effective delegation of authority and responsibility is not abdication of responsibility

• Dual responsibility of delegation: managers accept responsibility for the control and performance of their staff and are, in turn, responsible to higher management

• Accountability is ultimate responsibility: the subordinate is responsible to the manager who is, in turn, accountable to a superior for the actions of subordinates

• Managers should protect and support subordinate staff and accept, personally, any reprimand for unsatisfactory performance

Centralization, Decentralization

Centralization refers to the situation in

which a minimal number of job activities

and a minimal amount of authority are

delegated to subordinates.

Decentralization refers to the situation in

which a significant number of job activities

and a maximum amount of authority are

delegated to subordinates.

10

Centralized and Decentralized Organizations on

Delegation Continuum

Decentralized

organization

Maximum delegation

in organization

Centralized

organization

No delegation

in organization

VARIOUS DEGREES OF DELEGATION

VARIOUS DEGREES OF CENTRALIZATION

AND DECENTRALIZATION

11

The Decentralization of Coca-Cola

Coca-Cola decentralized its

organizational structure by cutting half

of the staff at its Atlanta headquarters

and moving the regional chieftains

closer to their local markets. In India,

decision making has been moved

further down to different areas of that

diverse country.

© AFP/CORBIS

• Organizational crises

• Management desire for control

• Increase consistency, reduce costs

Centralization

• Complexity -- size, diversity

• Desire for empowerment

Decentralization

Forces for (De)centralization

Authority and Power

• The ability of individuals or groups to induce or

influence the beliefs or actions of other persons

or groups

• Sources of Power

– Reward (offer enhancement)

– Coercive (deprivation of benefits)

– Legitimate (formal authority)

– Referent (people believe in their prestige)

– Expert (arises from skill and knowledge)

Authority and Power

• Legitimate power:

formal authority stems from a structural position in an

organisation and can be enhanced by informal authority

which stems from the characteristics of the person --

who will have power over the subordinates

• Illegitimate power:– used outside the legitimate (or formal) authority structure; the

person exercises power to impose his/her will on others in the

organisation

– can be positive or negative

Delegation and Empowerment

• ‘Empowerment is giving subordinates the

resources, both psychological and technical, to

discover the varieties of Power they themselves

have and/or accumulated, therefore which they

can use on another’s behalf.’

Degree Empowerment

Daft R.L. (2001), Organization Theory and Design. 7th Edition. Ohio: South Western College Publishing.

End

Back to Malard…

Malard’s Structure

EVP

R&D Engineering Materials Production Marketing

Ready in 30days

Span of Control

EVP

R&D

Engineering Materials

Production Marketing

Follett’s Guideline on Coordination

• Coordination can be attained with least difficulty

through direct horizontal relationships and

personal communications.

• Coordination should be a discussion topic during

the planning process

• Coordination is a continuing process

• Human element and communication process are

essential considerations to encourage

coordination.

Integrating Mechanisms

Engineering

R&D

Materials Production Marketing

Employees are temporarily assigned to a specific

project team and have a permanent functional unit

Project-Based Matrix Structure

EVP

Forms of Integrating Mechanisms

Figure 10.12

Degree Empowerment

Daft R.L. (2001), Organization Theory and Design. 7th Edition. Ohio: South Western College Publishing.

End