Authority, Delegation Motivation

Responsibility The duty to perform the task or activity an employer has been assigned

Accountability The fact that the people with authority and responsibility are subject to reporting and justifying task to those above in the chain of command

The fact that the people with authority and responsibility are subject to reporting and justifying task to those above in the chain of command

Chain of command The flow of authority from the top to the bottom of an organization

The flow of authority from the top to the bottom of an organization

Power The capacity to influence decisions (or to influence the behavior of others)

Power

The capacity to influence decisions (or to influence the behavior of others)

Authority The formal and legitimate right of a manager to make decision, issue orders, and allocate resources to achieve desired outcomes

Authority

The formal and legitimate right of a manager to make decision, issue orders, and allocate resources to achieve desired outcomes

Line Authority Authority that entitles a manager to direct the work of a subordinate

Line Authority

Authority that entitles a manager to direct the work of a subordinate

Staff Authority Authority given to individuals who support, assist and advise others who have line authority

Staff Authority

Authority given to individuals who support, assist and advise others who have line authority

M D DIRECTOR RESEARCH DIRECTOR PUBLIC RELATIONS G M G M PRODUCTION G M M M M

Kinds of Power Legitimate Expert Reward Referent Coercive Delegated

Kinds of Power

Legitimate

Expert

Reward

Referent

Coercive

Delegated

Legitimate Power The power a person has as a result of his or her position in a formal organization.

The power a person has as a result of his or her position in a formal organization.

Expert Power Influence that results from expertise, special skill or knowledge.

Influence that results from expertise, special skill or knowledge.

Reward Power Power that produces positive benefits or rewards

Power that produces positive benefits or rewards

Referent Power Power that arises from identification with a person who has desirable resources or personal traits.

Power that arises from identification with a person who has desirable resources or personal traits.

Coercive Power Power that rests on the application, or the threat of application of physical sanctions Physical sanctions Infliction of pain Arousal of frustration through restriction of movement Controlling basic physiological or safety needs.

Power that rests on the application, or the threat of application of physical sanctions

Infliction of pain

Arousal of frustration through restriction of movement

Controlling basic physiological or safety needs.

Delegated Power Power that is exercised on behalf of a person actually holding power

Power that is exercised on behalf of a person actually holding power

Functional Authority Authority delegated to an individual or a department to control specified task (s)

Functional Authority

Authority delegated to an individual or a department to control specified task (s)

Centralization The concentration of decision-making authority in upper management

Centralization

The concentration of decision-making authority in upper management

Decentralization The handing down of decision-making authority to lower levels in an organization It in a fundamental aspect of delegation

Decentralization

The handing down of decision-making authority to lower levels in an organization

It in a fundamental aspect of delegation

Delegation The process managers use to transfer authority and responsibility to positions below them in hierarchy

Delegation

The process managers use to transfer authority and responsibility to positions below them in hierarchy

Process of Delegation Determining results expected from person Assigning tasks Giving authority for accomplishing these tasks Holding the person responsible for accomplishment of tasks

Process of Delegation

Determining results expected from person

Assigning tasks

Giving authority for accomplishing these tasks

Holding the person responsible for accomplishment of tasks

Factors effecting degree of delegation Costliness of decision Desire of uniformity of policy Size & character of organization History & culture of organization Management philosophy Desire of independence Availability of managers Control techniques The pace of change

Factors effecting degree of delegation

Costliness of decision

Desire of uniformity of policy

Size & character of organization

History & culture of organization

Management philosophy

Desire of independence

Availability of managers

Control techniques

The pace of change

Decentralization Advantages Relieves top management of some burden of decision making and forces upper-level managers to let go. Encourages decision making and assumption of authority and responsibility. Gives managers more freedom and independence in decision making. Promotes establishment and use of broad control which may increase motivation. Makes comparison of performance of different organization units possible. Facilitates setting up of profit centers. Facilitates product diversification. Promotes development of general managers. Aids in adaptation to fast-changing environment

Decentralization Advantages

Relieves top management of some burden of decision making and forces upper-level managers to let go.

Encourages decision making and assumption of authority and responsibility.

Gives managers more freedom and independence in decision making.

Promotes establishment and use of broad control which may increase motivation.

Makes comparison of performance of different organization units possible.

Facilitates setting up of profit centers.

Facilitates product diversification.

Promotes development of general managers.

Aids in adaptation to fast-changing environment

Disadvantage Makes it more difficult to have a uniform policy. Increases complexity of coordination of decentralized organization units. May result in loss of some control by upper-level managers. May be limited by inadequate control techniques. May be constrained by inadequate planning and control systems. Can be limited by the availability of qualified managers. Involves considerable expenses for training managers. May be limited by external forces (national labor unions, government controls, tax policies). May not be favored by economies of scale of some operation .

Disadvantage

Makes it more difficult to have a uniform policy.

Increases complexity of coordination of decentralized organization units.

May result in loss of some control by upper-level managers.

May be limited by inadequate control techniques.

May be constrained by inadequate planning and control systems.

Can be limited by the availability of qualified managers.

Involves considerable expenses for training managers.

May be limited by external forces (national labor unions, government controls, tax policies).

May not be favored by economies of scale of some operation .

STAFF BENIFITS Expert advice Think –tank Unbiased approach /view LIMITATION lack of responsibility Distant approach /view Exercise of under authority Unrelated staff work

STAFF

BENIFITS

Expert advice

Think –tank

Unbiased approach /view

LIMITATION

lack of responsibility

Distant approach /view

Exercise of under authority

Unrelated staff work

MAKING STAFF EFFECTIVE Understanding authority relationship Listening to staff Keeping staff informed Making staff work responsibly Require complete staff work

MAKING STAFF EFFECTIVE

Understanding authority relationship

Listening to staff

Keeping staff informed

Making staff work responsibly

Require complete staff work

Culture Culture is the general pattern of behavior, shared beliefs, values, and norms among members of a society.

Culture is the general pattern of behavior, shared beliefs, values, and norms among members of a society.

ORGANIZATIONAL CULTURE It pertains to the values and beliefs shared by employees of an org. and the general pattern or their behavior.

It pertains to the values and beliefs shared by employees of an org. and the general pattern or their behavior.

ORGANIZATIONAL CULTURE A system of shared vision and understanding within an organization that determines how employees act A set of key values , beliefs , understanding and norms that members of an organization share

ORGANIZATIONAL CULTURE

A system of shared vision and understanding within an organization that determines how employees act

A set of key values , beliefs , understanding and norms that members of an organization share

Manifestation of Org. Culture Formal rules and procedures Formal code of behavior Rituals, Traditions, customs Jargon, jokes Formal dress code Pay & benefit systems

Formal rules and procedures

Formal code of behavior

Rituals, Traditions, customs

Jargon, jokes

Formal dress code

Pay & benefit systems

Creating Org. Culture Birth of a new enterprise Creation of a core management group Sharing of common vision amongst the CMG CMG begins to act in concert and develop dominant values, philosophy norms and org. climate etc.

Birth of a new enterprise

Creation of a core management group

Sharing of common vision amongst the CMG

CMG begins to act in concert and develop dominant values, philosophy norms and org. climate etc.

Maintenance of Org. Culture Steps of Socializations Selection of entry – level personnel Placement on the job Job mastery Measuring and rewarding performance Adherence to important values Recognition and promotion

Steps of Socializations

Selection of entry – level personnel

Placement on the job

Job mastery

Measuring and rewarding performance

Adherence to important values

Recognition and promotion

Changing or Org. Culture Requirement External environment has drastically changed Merger Internal environment changes

Requirement

External environment has drastically changed

Merger

Internal environment changes

Guidelines for changes Assess the current culture. Set realistic goals that impact and bottom line. Recruit outside personnel with appropriate industry experience. Make changes from the top down. Include employees in change process. Removal all old cultural reminders. Anticipate problems and take care of them. Move quickly to bring changes. Be persuasive and persistent.

Assess the current culture.

Set realistic goals that impact and bottom line.

Recruit outside personnel with appropriate industry experience.

Make changes from the top down.

Include employees in change process.

Removal all old cultural reminders.

Anticipate problems and take care of them.

Move quickly to bring changes.

Be persuasive and persistent.

MOTIVATION The willing-ness to exert high levels of efforts to reach objective ( as well as goals ) conditioned by the efforts ability to satisfy some individual need “ the arousal direction and persistence of behavior” “ the entire range of drivers that satisfy desires, need and wishes”

MOTIVATION

The willing-ness to exert high levels of efforts to reach objective ( as well as goals ) conditioned by the efforts ability to satisfy some individual need

“ the arousal direction and persistence of behavior”

“ the entire range of drivers that satisfy desires, need and wishes”

NEED The internal state that makes certain outcomes appear attractive

NEED

The internal state that makes certain outcomes appear attractive

DRIVERS All those actions that force a person to make an effort to satisfy individual needs

DRIVERS

All those actions that force a person to make an effort to satisfy individual needs

HIERARCHY OF NEEDS MASLOW’S NEEDS THEORY Self Actualization Esteem Social

HIERARCHY OF NEEDS

MASLOW’S NEEDS THEORY

Physiological Needs Food , drink , shelter ,clothing sexual satisfaction, and other physical requirement

Physiological Needs

Food , drink , shelter ,clothing sexual satisfaction, and other physical requirement

Safety Needs Security and protection from physical and emotional harm, as well as assurance that physiological needs will continue to be met

Safety Needs

Security and protection from physical and emotional harm, as well as assurance that physiological needs will continue to be met

Social Needs Affection ,relationship, belongingness, acceptance and friendship

Social Needs

Affection ,relationship, belongingness, acceptance and friendship

Esteem Needs Internal factors such as self –respect, autonomy and achievement ; and external factors such as status , recognition and attention

Esteem Needs

Internal factors such as self –respect, autonomy and achievement ; and external factors such as status , recognition and attention

Self Actualization A persons drive to become what he (or she ) is capable of becoming

Self Actualization

A persons drive to become what he

(or she ) is capable of becoming

Theory X The assumption that employees dislike work, are lazy, seek to avoid responsibility and must be coerced to perform

Theory X

The assumption that employees dislike work, are lazy, seek to avoid responsibility and must be coerced to perform

Theory Y The assumption that employees are creative, seek responsibility and can exercise self –direction

Theory Y

The assumption that employees are creative, seek responsibility and can exercise self –direction

Theory X and Theory Y Assumptions THEORY X Employees inherently dislike work and will attempt to avoid it whenever possible . Employees must be coerced, controlled, or threatened with punishment to achieve desired goals Employees will shirk responsibilities and seek formal direction whenever possible Most of workers place security above all other factors associated with work and will display little ambition

Theory X and Theory Y Assumptions

THEORY X

Employees inherently dislike work and will attempt to avoid it whenever possible .

Employees must be coerced, controlled, or threatened with punishment to achieve desired goals

Employees will shirk responsibilities and seek formal direction whenever possible

Most of workers place security above all other factors associated with work and will display little ambition

Theory Y Employee view work as being as natural as rest or play Employees will exercises self – direction and self-control if they are committed to the objectives The average person can learn to accept and even seek , responsibility. The ability to make good decision is widely dispersed through the population and isn’t necessarily the sole ability of managers

Theory Y

Employee view work as being as natural as rest or play

Employees will exercises self – direction and self-control if they are committed to the objectives

The average person can learn to accept and even seek , responsibility.

The ability to make good decision is widely dispersed through the population and isn’t necessarily the sole ability of managers

Motivation-Hygiene Theory The Theory that intrinsic factors are related to job satisfaction, while extrinsic factors are associated with dissatisfaction .

Motivators Factors that increase job satisfaction.

Motivators

Factors that increase job satisfaction.

Hygiene Factors Factors that eliminate satisfaction.

Hygiene Factors

Factors that eliminate satisfaction.

Motivators Hygiene Factors Achievement Supervision Recognition Company policies Work itself Relationship with supervisor Responsibility Working conditions Advancement Salary Growth Relationship with peers Relationship with subordinates Status Security

Motivators Hygiene Factors

Achievement Supervision

Recognition Company policies

Work itself Relationship with supervisor

Responsibility Working conditions

Advancement Salary

Growth Relationship with peers

Relationship with subordinates Status

Security

Modern Theories of Motivation Expectancy theory People will be motivated to do things to reach a goal if they believe in the worth of that goal

Modern Theories of Motivation

Expectancy theory

People will be motivated to do things to reach a goal if they believe in the worth of that goal

Equity theory It refers to an individuals’ judgment about the fairness of the reward he (or she) will get relative to input (i e effort, experience , education)

Equity theory

It refers to an individuals’ judgment about the fairness of the reward he (or she) will get relative to input (i e effort, experience , education)

Reinforcement theory Individuals can be motivated by proper design of the work environment and praise for their performance (and that punishment for poor performance produces negative results) Behavior is a function of its consequence

Reinforcement theory

Individuals can be motivated by proper design of the work environment and praise for their performance (and that punishment for poor performance produces negative results)

Behavior is a function of its consequence

Three –Needs theory The needs for achievement, power and affiliation are major motivation for work

Three –Needs theory

The needs for achievement, power and affiliation are major motivation for work

Goal – Setting theory Specific goals increase motivation and performance and difficult goals result in higher motivation and higher performance than easy goals

Goal – Setting theory

Specific goals increase motivation and performance and difficult goals result in higher motivation and higher performance than easy goals

Motivational Techniques Money Recognition Quality of working life (QWL) Job enrichment

Motivational Techniques

Money

Recognition

Quality of working life (QWL)

Job enrichment