Transcript of "Organization 2 ,organizational behaviour by mr. rohit banskota"
DELEGATION OF AUTHORITY
CENTRALIZATION AND DECENTRALIZATION
INDIVIDUAL ASSIGNED ROLES
A COMMON PATTERN
OPTIMUM USE OF HUMAN SKILL
STEPS IN THE
DETERMINATION, IDENTIFICATION AND
ENUMERATION OF ACTIVITIES
GROUPING AND ASSIGNING OF ACTIVITIES
DELEGATION OF AUTHORITY
BENEFITS OF A GOOD ORGANIZATIONAL
ELIMINATS OVERLAPPING AND DUPLICATION OF WORK
FACILITATES PROMOTIONS OF PERSONNEL
AIDS IN WAGE AND SALARY ADMINISTRTION
COMMUNICATION IS EASIER
IT ENCOURAGES CREATIVITY
DIVISION OF LABOUR BY FUNCTIONAL
A WELL –DEFINED HIERARCHY OF AUTHORITY
A SYSTEM OF RULES COVERING THE DUTIES
AND RIGHTS OF ALL EMPLOYERES
A SYSTEM OF PROCEDURES FOR DEALING WITH
THE WORK SITUATIONS
IMPERSONAL RELATIONS AMONG PEOPLE
TASKS AND ROLES ARE LESS RIGIDLY
DECISION MAKING IS MORE DECENTRALIZED
THE ATMOSPHERE IS MORE COLLEGIAL
DEPARTMENTAL BOUNDARIES ARE FLEXIBLE
THE LINE STRUCTURE
FOREMAN A FOREMAN B FOREMAN C
WORKERS WORKERS WORKERS
Delegation is the downward transfer of formal
authority from one person to another.
It reduces the burden of chief executives by sharing
some of his duties with his immediate subordinates.
Its becomes necessary as the organization grows.
Principles of delegation of
Matching authority with responsibility
Unity of command
Principles of communications
Principles of management by exception
Assignment of task
Granting authority to subordinate
Creating responsibility and accountability
Quick and better decision.
Motivation and moral.
Training and development.
Minimize work load of manager.
Benefit of specialization.
UNWILLINGNESS OF EXECUTIVE
Lack of time to explaining and lack of belief on subordinates
A management may lack confidence & trust in
Lack of manager abilities to delegation
Feeling insecure with subordinates Fear of being lazy &
lack of creating the impression of “ Hardworking Executive “
OVERCOME OF OBSTACLES
DELEGATION TO BE COMPLETE AND CLEARLY
PROPER SELECTION AND TRAININGOTIV
MOTIVATION OF SUBORDINATE
TOLERANCE WITH SUBORDINATE’S MISTAKES
It is the situation in which the decision making power
is at the top of an organization & there is no delegation
Distributing power and decision making among each
other or within the organization.
Need & its variable
Mission, Goal, Objective, of the organization
Size and complexity of the organization
Location of the target market
Competency of subordinates
Desirability of creativity in the organization
Time frame of decisions
Adequacy of communication system
Types of tasks
It adopt & enforce uniform policies to achieve
coordination & conformity
Decision are made by the top level management
Centralization balance achieve among activities of
different department and functional areas
Management handle to equipped any emergencies & it
save time in decision making
It provides foundation for development of future
It relives excessive work load to the top level
It is highly motivational for subordinates
Decentralization leads to prompt action & quick
Decentralization results in effective control over
operations and processes
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