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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.
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    • 1. 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
    • 2. Er.Sartaj Singh Bajwa
    • 3. 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
    • 4. 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
    • 5. 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
    • 6. 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
    • 7. Delegation of Authority Er.Sartaj Singh Bajwa
    • 8. 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
    • 9. 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
    • 10. 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
    • 11. 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
    • 12. Steps in Delegation
      • Determination of results expected
      • Assignment of Duties
      • Authorization for Action
      • Creation of Obligation
      Er.Sartaj Singh Bajwa
    • 13. 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
    • 14. 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
    • 15. 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
    • 16. 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
    • 17. DECENTRALIZATION
      • The tendency to despair decision making authority in an organized structure.
      Er.Sartaj Singh Bajwa
    • 18. 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