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Delegation of authority
 

Delegation of authority

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  • In a paper based privilege management system, a resource owner (e.g. the Financial Director of a company, or the Computer Centre Manager) will sign a form to say that a particular person (the privilege holder) is allowed to use a particular resource in a particular way. E.g. The Financial Director may say that a Head of Department can sign orders up to the value of so many thousand Euros, or the Computer Centre Manager may sign a form authorising a user to use particular computing resources. Paper based systems may also support delegation, whereby a privilege holder is allowed to delegate the use of the resources currently under his control, to one or more other people. E.g. the Head of Department authorises a project manager to sign orders for his project up to a pre-determined sum.

Delegation of authority Delegation of authority Presentation Transcript

  • AUTHORITY
    • The right in a position to exercise discretion in making decisions affecting others.
    • or
    • Its an Power in An Organization
    • It is a relationship between two individuals
    • Superior frames & transits decisions with the expectation that these will be accepted by the subordinate
    • Basic objective behind authority is to influence the behavior of subordinates
    Er.Sartaj Singh Bajwa
  • Er.Sartaj Singh Bajwa
  • Types Of Authority
    • Legal / Formal Authority – Given by law
    • Eg Law may give authority to policemen to arrest a person
    • Traditional Authority – According to social relationship
    • Eg Father exercises traditional authority over members
    • Charismatic Authority – Depends upon the personality of a person who commands respect of his followers
    Er.Sartaj Singh Bajwa
  • POWER
    • The ability of an individuals or groups to induce or influence the beliefs or actions of other persons or groups
    Er.Sartaj Singh Bajwa
  • TYPES OF POWER
    • Coercive Power – Power due to threat of application
    • Eg Suspension , dismissal in organizations
    • Reward Power – Power of control or allocations for rewards
    • Eg salary , wages , fringe benefits
    • Legitimate Power - Arises from the position
    • Expert Power – Due to power of knowledge
    • Referent Power – Due to influence and people believe in them and in their ideas.
    Er.Sartaj Singh Bajwa
  • Responsibility
    • Responsibility is defined as the duty to which a person is bound by reason of his status or task
    • Obligation of an individual to perform activities or duties which are assigned to him
    Er.Sartaj Singh Bajwa
  • Delegation of Authority Er.Sartaj Singh Bajwa
  • What is Delegation of Authority?
    • Allowing someone to act on your behalf to perform tasks (consume resources) that are available to you
    • Delegator should be empowered to delegate to anyone he needs to, subject to certain organisation controls (i.e. the organisation’s Delegation Policy)
    Er.Sartaj Singh Bajwa
  • How do you delegate to others today?
    • To enter your house and fetch something
      • If your house is locked?
    • To use your PC
      • If it is protected by a username and password?
    • To withdraw money from your bank account
      • Using an ATM?
    Er.Sartaj Singh Bajwa
  • What is a better solution?
    • The delegate should act in his own name, not in yours
      • Then a full audit trail can be kept of who did what
    • The delegate should have limited authority
      • So that you can delegate a fraction of your powers
    Er.Sartaj Singh Bajwa
  • Assigning and Delegating Privileges in Organisations Resource Owner “ I authorise this Privilege Holder to use this resource in the following ways” signed The Resource Owner Privilege Holder “ I delegate authority to this End User to use this resource in this limited way” signed The Privilege Holder End User (Privilege Holder) Assigns privilege to Delegates privilege to “ Can I use the Resource” Er.Sartaj Singh Bajwa
  • Steps in Delegation
    • Determination of results expected
    • Assignment of Duties
    • Authorization for Action
    • Creation of Obligation
    Er.Sartaj Singh Bajwa
  • Importance
    • Lessening of Burden
    • Leads to better decisions.
    • Speeds up decision making process.
    • Tool for Motivation
    • Creates a formal structure.
    • Development of managerial functions.
    • Growth of Inter- relationship.
    Er.Sartaj Singh Bajwa
  • Blocks to Effective Delegation
    • Love for authority
    • Maintenance of tight control
    • Fear of subordinates performing better
    • Fear of exposure
    • Lack of confidence
    • Personality of superior
    Er.Sartaj Singh Bajwa
  • Measures for effective delegation
    • Increasing the security of jobs
    • Creating awareness for need of delegation
    • Determining decisions and tasks to be delegated
    • Choosing the delegant wisely
    • Delegating authority for whole job
    • Linking delegation with planning
    Er.Sartaj Singh Bajwa
  • CENTRALIZATION
    • Centralization as an aspect of management:- is the tendency to restrict delegation of decision making . A high degree of authority is held at or near the top by managers in organizational hierarchy.
    Er.Sartaj Singh Bajwa
  • DECENTRALIZATION
    • The tendency to despair decision making authority in an organized structure.
    Er.Sartaj Singh Bajwa
  • Importance of Decentralization
    • Reduces Workload.
    • Quick Decisions making.
    • Increases motivation.
    • Brings harmony.
    • Development of personnel.
    • Diversification of products, Activities & Markets.
    • Effective Control.
    Er.Sartaj Singh Bajwa