Authority ,responsibility and delegationSmile Ahuja
This document outlines key concepts related to authority, responsibility, and delegation in organizations. It discusses the definition and characteristics of authority, theories of authority's source, and limitations of authority. Responsibility is defined as the obligation to complete assigned duties. The relationship between authority and responsibility is explored, with authority flowing down and responsibility flowing up. Delegation is explained as transferring authority to subordinates while retaining accountability. The document covers delegation characteristics, process, types, benefits, and potential disadvantages.
This document discusses the concepts of power, authority, and delegation of authority in organizations. It defines power as the ability to influence another's behavior, and authority as the power given to a position to make decisions affecting others. Delegation of authority involves a manager extending their power by authorizing subordinates to act in certain ways. For delegation to be effective, responsibilities must be clearly defined, subordinates must be given the necessary authority and resources to do their jobs, and control mechanisms put in place. Barriers to effective delegation include factors related to both the delegator and delegate like a lack of trust, confidence, or proper incentives.
1. Authority refers to the power or right to give orders, make decisions, and enforce obedience. It is the relationship between superiors who make decisions and subordinates who are expected to accept them.
2. There are different types of authority, including legal/formal authority given by law, traditional authority based on social relationships, and charismatic authority based on personality.
3. Delegation of authority is allowing someone to act on your behalf by performing tasks available to you, with the delegate having limited powers within the delegation policy. Effective delegation involves determining duties, authorizing action, and creating obligations.
1) Authority is defined as the right to give orders and demand obedience.
2) Authority serves several key functions - it enforces norms, secures expertise in decision making, and allows for centralized decision making and coordination of activities.
3) Authority originates from the top levels of an organization and flows down, but is also legitimized and dependent on subordinates accepting it.
Delegation of authority, responsibility and DecntralizationRajan Neupane
This document discusses authority, responsibility, and delegation of authority. It defines authority as the legitimate right to direct others and make decisions. Responsibility refers to the obligation to complete assigned tasks. There is a relationship between authority and responsibility - authority should match the level of responsibility. Authority flows downward while responsibility flows upward. Delegation involves transferring authority to subordinates while retaining accountability. The document provides guidance on what should and should not be delegated, and how to delegate effectively. It also discusses decentralization, which widely distributes authority and decision-making power throughout an organization.
This document discusses six key elements of organizational structure: work specialization, departmentalization, centralization and decentralization, chain of command, span of control, and formalization. It focuses on explaining chain of command and span of control. Chain of command establishes clear reporting relationships within an organization based on authority and responsibility. Span of control refers to the number of subordinates a manager can effectively oversee, which varies depending on the type and complexity of work. The document also discusses organizational charts, advantages and disadvantages of structure, and introduces the concept of Holacracy as an alternative organizational model.
This document discusses concepts related to responsibility, authority, and delegation in organizations. It provides definitions and explanations of key terms:
- Responsibility is the obligation to perform assigned activities or duties.
- Authority is the right to perform or command others.
- Delegation is the process of assigning job activities and authority to specific individuals.
Effective delegation requires authority to be commensurate with responsibility, where subordinates have sufficient authority to perform their responsibilities without excessive supervision. Ultimate responsibility cannot be fully delegated.
Authority ,responsibility and delegationSmile Ahuja
This document outlines key concepts related to authority, responsibility, and delegation in organizations. It discusses the definition and characteristics of authority, theories of authority's source, and limitations of authority. Responsibility is defined as the obligation to complete assigned duties. The relationship between authority and responsibility is explored, with authority flowing down and responsibility flowing up. Delegation is explained as transferring authority to subordinates while retaining accountability. The document covers delegation characteristics, process, types, benefits, and potential disadvantages.
This document discusses the concepts of power, authority, and delegation of authority in organizations. It defines power as the ability to influence another's behavior, and authority as the power given to a position to make decisions affecting others. Delegation of authority involves a manager extending their power by authorizing subordinates to act in certain ways. For delegation to be effective, responsibilities must be clearly defined, subordinates must be given the necessary authority and resources to do their jobs, and control mechanisms put in place. Barriers to effective delegation include factors related to both the delegator and delegate like a lack of trust, confidence, or proper incentives.
1. Authority refers to the power or right to give orders, make decisions, and enforce obedience. It is the relationship between superiors who make decisions and subordinates who are expected to accept them.
2. There are different types of authority, including legal/formal authority given by law, traditional authority based on social relationships, and charismatic authority based on personality.
3. Delegation of authority is allowing someone to act on your behalf by performing tasks available to you, with the delegate having limited powers within the delegation policy. Effective delegation involves determining duties, authorizing action, and creating obligations.
1) Authority is defined as the right to give orders and demand obedience.
2) Authority serves several key functions - it enforces norms, secures expertise in decision making, and allows for centralized decision making and coordination of activities.
3) Authority originates from the top levels of an organization and flows down, but is also legitimized and dependent on subordinates accepting it.
Delegation of authority, responsibility and DecntralizationRajan Neupane
This document discusses authority, responsibility, and delegation of authority. It defines authority as the legitimate right to direct others and make decisions. Responsibility refers to the obligation to complete assigned tasks. There is a relationship between authority and responsibility - authority should match the level of responsibility. Authority flows downward while responsibility flows upward. Delegation involves transferring authority to subordinates while retaining accountability. The document provides guidance on what should and should not be delegated, and how to delegate effectively. It also discusses decentralization, which widely distributes authority and decision-making power throughout an organization.
This document discusses six key elements of organizational structure: work specialization, departmentalization, centralization and decentralization, chain of command, span of control, and formalization. It focuses on explaining chain of command and span of control. Chain of command establishes clear reporting relationships within an organization based on authority and responsibility. Span of control refers to the number of subordinates a manager can effectively oversee, which varies depending on the type and complexity of work. The document also discusses organizational charts, advantages and disadvantages of structure, and introduces the concept of Holacracy as an alternative organizational model.
This document discusses concepts related to responsibility, authority, and delegation in organizations. It provides definitions and explanations of key terms:
- Responsibility is the obligation to perform assigned activities or duties.
- Authority is the right to perform or command others.
- Delegation is the process of assigning job activities and authority to specific individuals.
Effective delegation requires authority to be commensurate with responsibility, where subordinates have sufficient authority to perform their responsibilities without excessive supervision. Ultimate responsibility cannot be fully delegated.
Authority refers to the formal right of a superior to command subordinates and compel obedience, while responsibility is the obligation of a subordinate to perform duties assigned by their superior. Some key differences are that authority is the power to make decisions and have them carried out, while responsibility is about executing orders. Authority can be delegated but responsibility cannot, and authority flows from top to bottom in an organization while responsibility flows upwards.
Delegation of authority is an important process for organizations as they expand and grow. It involves assigning responsibilities to subordinate managers along with the necessary authority to properly fulfill those responsibilities. The delegation process does not involve the superior surrendering authority, but rather transferring certain duties while giving subordinates the power needed to effectively carry them out. Delegation allows managers to focus on tasks that uniquely require their involvement as the organization's placement allows, while also enabling others to assist with remaining responsibilities.
The document discusses the concepts of authority, responsibility, accountability, and organizing as they relate to delegation of authority within an organization. It defines authority as the power to make decisions, responsibility as the obligation to perform assigned duties, and accountability as being answerable to superiors for work performed. It notes that authority can be delegated to subordinates, but accountability remains with the delegator. The document also outlines factors important for effective delegation of authority and potential obstacles.
Authority: Description of authority, Power, basics of power, difference between authority and power, delegation of authority, different organizational structures
This document discusses authority and delegation of authority within organizations. It defines authority as the power to give orders, make decisions, and enforce obedience. There are three main types of authority: line authority based on superior-subordinate relationships; staff authority which advises and assists line personnel; and functional authority which exists temporarily to complete specific tasks. The delegation of authority is the transfer of responsibility and associated authority from a manager to a subordinate. The delegation process involves assigning duties, transferring adequate but not excessive authority, obtaining the subordinate's acceptance of the assignment, and making the subordinate accountable for performance.
Difference between delegation and decentralizationrsrenjima
Delegation involves entrusting responsibility and authority from an individual to another on a limited, individual basis, where the overall responsibility remains with the superior. Decentralization is a systematic delegation of authority across an entire organizational structure, establishing semi-autonomous units where executives are relieved of responsibility and subordinates become accountable. The document compares delegation and decentralization in terms of their meaning, nature, scope, responsibility, effectiveness, and relationship implications.
1. Delegation of authority involves dividing tasks and responsibilities downward within an organization so managers can focus on more important duties while ensuring work gets done.
2. Key aspects of delegation include defining authority, responsibility, and accountability so tasks are properly assigned and oversight remains.
3. Delegating appropriately allows for multi-tasking, faster decision-making, better coordination, and developing managerial skills, while also increasing employee morale and enabling business expansion.
This document discusses principles of management including authority, power, delegation, decentralization, and empowerment. It defines authority as the formal right of a superior to command subordinates and identifies two views of its sources: classical/legalistic and human relations/acceptance. It distinguishes authority from power, noting authority is narrower in scope and based on position while power is wider and based on individual ability. It outlines advantages and barriers to delegating authority as well as decentralizing decision making authority. Empowerment gives employees authority to make decisions through participation, access to information, and responsibility.
This document discusses problems with delegation of authority in organizations. It notes that executives often fear losing control when delegating authority and lack confidence in subordinates' abilities. There are also psychological barriers like fear of better performance from subordinates. Effective delegation requires increasing job security, creating awareness of its benefits, clearly defining responsibilities, choosing the right people, and linking it to planning. Delegation involves assigning duties and granting authority while also creating accountability.
The document discusses the chain of command, leadership triad of responsibility, authority, and accountability. It defines the chain of command as establishing hierarchical relationships and responsibilities within an organization. The leadership triad emphasizes that with responsibility comes authority, and both responsibility and authority come with accountability. Responsibility cannot be transferred, only delegated. Effective delegation involves clearly communicating expectations and providing subordinates with authority and support.
Authority is the formal right given to a manager to direct subordinates and make decisions to achieve organizational objectives. It flows downward through the hierarchy, as higher managers delegate authority to lower ones. Power, on the other hand, is a person's ability to influence others and does not depend on formal position. It can flow in any direction. While authority is determined by one's level in the management structure, power can exist at any level based on personal attributes and relationships.
Delegation of authority and decentralizationAMALDASKH
This document discusses delegation of authority and decentralization. It defines delegation as dividing authority and tasks among subordinates to achieve goals effectively. Decentralization systematically delegates authority at all levels except for major decisions. Key principles of delegation include clearly defining expected results, balancing authority and responsibility, and maintaining accountability. Delegation benefits include multi-tasking, speedy decisions, better coordination, and developing managerial skills, while limitations can arise from resistance to sharing authority or lack of trust/ability.
1) Power refers to the ability to influence others and is present in any relationship. It derives from both personal attributes like skills and reputation as well as professional attributes like controlling resources.
2) There are different types of power including legitimate, reward, coercive, expert, and referent power which come from positions, ability to give rewards, ability to punish, expertise, and respect/liking respectively.
3) Organizational politics involves influencing the distribution of advantages through activities not formally required but that are used to achieve preferred outcomes when choices are disagreeable or uncertain. Common political strategies include forming alliances, selective use of information, and networking.
This document discusses delegation of authority and decentralization. Delegation involves assigning tasks and authority to subordinates while retaining responsibility. Decentralization also delegates responsibility. Delegation is a routine function while decentralization is a major enterprise decision. Delegated authority can be withdrawn while decentralization applies generally. The document also outlines the definition, nature, steps, principles, advantages, and problems of delegation.
meaning of delegation, authority and responsibility,elements, features, process, importance, difficulties in delegation, essential of making delegation effective,
Delegation involves assigning tasks and responsibilities to subordinates while maintaining overall accountability. It allows managers to overcome limitations and accomplish more. There are three types of delegation - downward, upward, and sidewise. Successful delegation requires clear communication of expectations, authority, and responsibilities. While it can improve efficiency and development, some managers resist delegating due to control issues, lack of trust, or preference to do tasks themselves. Centralization and decentralization refer to how authority is distributed within an organization.
This document discusses delegation of authority and responsibilities within an organization. It defines delegation as assigning work to subordinates and granting them the authority to complete it. The document outlines the key aspects of delegation as the assignment of duties, grant of authority, and creation of accountability. Some advantages of delegation include developing coordination, reducing executive burden, developing subordinates, and facilitating expansion. Potential difficulties include superiors feeling they can do the job better themselves or lacking confidence in subordinates. Successful delegation involves establishing a fear-free work climate, choosing the right tasks and people, providing assistance, planning, evaluating results.
This document discusses delegation of authority and decentralization. It defines delegation as the subdivision and sub-allocation of powers to subordinates to achieve effective results. There are three key elements to delegation: authority, responsibility, and accountability. While authority and responsibility can be delegated, accountability cannot. Delegation allows for multi-tasking, speedier decision-making, better coordination, and increased employee morale. However, there are also limitations to delegation from both the supervisor and subordinate perspectives. The principles of delegation and advantages and disadvantages of decentralization are also outlined.
UNIT - IV: ORGANIZING: Concept- Nature- Process and Significance; Authority and
Responsibility Relationships - Delegation, Decentralization - Departmentation basis and
formats; Formal and Informal Organization - Changing patterns in Organization structures in
the Knowledge economy.
Authority-Responsibility-Accountability.pptxadtiya college
The document discusses the concepts of authority, responsibility, and accountability. It defines them as follows:
- Authority is the right to give orders or instructions.
- Responsibility is the obligation to achieve objectives.
- Accountability is the obligation to report to higher authorities on the discharge of responsibilities.
It explains that accountability flows upward, while responsibility is assigned downward. Authority and responsibility must be aligned, and accountability relies on the delegation of authority and responsibility.
Authority refers to the formal right of a superior to command subordinates and compel obedience, while responsibility is the obligation of a subordinate to perform duties assigned by their superior. Some key differences are that authority is the power to make decisions and have them carried out, while responsibility is about executing orders. Authority can be delegated but responsibility cannot, and authority flows from top to bottom in an organization while responsibility flows upwards.
Delegation of authority is an important process for organizations as they expand and grow. It involves assigning responsibilities to subordinate managers along with the necessary authority to properly fulfill those responsibilities. The delegation process does not involve the superior surrendering authority, but rather transferring certain duties while giving subordinates the power needed to effectively carry them out. Delegation allows managers to focus on tasks that uniquely require their involvement as the organization's placement allows, while also enabling others to assist with remaining responsibilities.
The document discusses the concepts of authority, responsibility, accountability, and organizing as they relate to delegation of authority within an organization. It defines authority as the power to make decisions, responsibility as the obligation to perform assigned duties, and accountability as being answerable to superiors for work performed. It notes that authority can be delegated to subordinates, but accountability remains with the delegator. The document also outlines factors important for effective delegation of authority and potential obstacles.
Authority: Description of authority, Power, basics of power, difference between authority and power, delegation of authority, different organizational structures
This document discusses authority and delegation of authority within organizations. It defines authority as the power to give orders, make decisions, and enforce obedience. There are three main types of authority: line authority based on superior-subordinate relationships; staff authority which advises and assists line personnel; and functional authority which exists temporarily to complete specific tasks. The delegation of authority is the transfer of responsibility and associated authority from a manager to a subordinate. The delegation process involves assigning duties, transferring adequate but not excessive authority, obtaining the subordinate's acceptance of the assignment, and making the subordinate accountable for performance.
Difference between delegation and decentralizationrsrenjima
Delegation involves entrusting responsibility and authority from an individual to another on a limited, individual basis, where the overall responsibility remains with the superior. Decentralization is a systematic delegation of authority across an entire organizational structure, establishing semi-autonomous units where executives are relieved of responsibility and subordinates become accountable. The document compares delegation and decentralization in terms of their meaning, nature, scope, responsibility, effectiveness, and relationship implications.
1. Delegation of authority involves dividing tasks and responsibilities downward within an organization so managers can focus on more important duties while ensuring work gets done.
2. Key aspects of delegation include defining authority, responsibility, and accountability so tasks are properly assigned and oversight remains.
3. Delegating appropriately allows for multi-tasking, faster decision-making, better coordination, and developing managerial skills, while also increasing employee morale and enabling business expansion.
This document discusses principles of management including authority, power, delegation, decentralization, and empowerment. It defines authority as the formal right of a superior to command subordinates and identifies two views of its sources: classical/legalistic and human relations/acceptance. It distinguishes authority from power, noting authority is narrower in scope and based on position while power is wider and based on individual ability. It outlines advantages and barriers to delegating authority as well as decentralizing decision making authority. Empowerment gives employees authority to make decisions through participation, access to information, and responsibility.
This document discusses problems with delegation of authority in organizations. It notes that executives often fear losing control when delegating authority and lack confidence in subordinates' abilities. There are also psychological barriers like fear of better performance from subordinates. Effective delegation requires increasing job security, creating awareness of its benefits, clearly defining responsibilities, choosing the right people, and linking it to planning. Delegation involves assigning duties and granting authority while also creating accountability.
The document discusses the chain of command, leadership triad of responsibility, authority, and accountability. It defines the chain of command as establishing hierarchical relationships and responsibilities within an organization. The leadership triad emphasizes that with responsibility comes authority, and both responsibility and authority come with accountability. Responsibility cannot be transferred, only delegated. Effective delegation involves clearly communicating expectations and providing subordinates with authority and support.
Authority is the formal right given to a manager to direct subordinates and make decisions to achieve organizational objectives. It flows downward through the hierarchy, as higher managers delegate authority to lower ones. Power, on the other hand, is a person's ability to influence others and does not depend on formal position. It can flow in any direction. While authority is determined by one's level in the management structure, power can exist at any level based on personal attributes and relationships.
Delegation of authority and decentralizationAMALDASKH
This document discusses delegation of authority and decentralization. It defines delegation as dividing authority and tasks among subordinates to achieve goals effectively. Decentralization systematically delegates authority at all levels except for major decisions. Key principles of delegation include clearly defining expected results, balancing authority and responsibility, and maintaining accountability. Delegation benefits include multi-tasking, speedy decisions, better coordination, and developing managerial skills, while limitations can arise from resistance to sharing authority or lack of trust/ability.
1) Power refers to the ability to influence others and is present in any relationship. It derives from both personal attributes like skills and reputation as well as professional attributes like controlling resources.
2) There are different types of power including legitimate, reward, coercive, expert, and referent power which come from positions, ability to give rewards, ability to punish, expertise, and respect/liking respectively.
3) Organizational politics involves influencing the distribution of advantages through activities not formally required but that are used to achieve preferred outcomes when choices are disagreeable or uncertain. Common political strategies include forming alliances, selective use of information, and networking.
This document discusses delegation of authority and decentralization. Delegation involves assigning tasks and authority to subordinates while retaining responsibility. Decentralization also delegates responsibility. Delegation is a routine function while decentralization is a major enterprise decision. Delegated authority can be withdrawn while decentralization applies generally. The document also outlines the definition, nature, steps, principles, advantages, and problems of delegation.
meaning of delegation, authority and responsibility,elements, features, process, importance, difficulties in delegation, essential of making delegation effective,
Delegation involves assigning tasks and responsibilities to subordinates while maintaining overall accountability. It allows managers to overcome limitations and accomplish more. There are three types of delegation - downward, upward, and sidewise. Successful delegation requires clear communication of expectations, authority, and responsibilities. While it can improve efficiency and development, some managers resist delegating due to control issues, lack of trust, or preference to do tasks themselves. Centralization and decentralization refer to how authority is distributed within an organization.
This document discusses delegation of authority and responsibilities within an organization. It defines delegation as assigning work to subordinates and granting them the authority to complete it. The document outlines the key aspects of delegation as the assignment of duties, grant of authority, and creation of accountability. Some advantages of delegation include developing coordination, reducing executive burden, developing subordinates, and facilitating expansion. Potential difficulties include superiors feeling they can do the job better themselves or lacking confidence in subordinates. Successful delegation involves establishing a fear-free work climate, choosing the right tasks and people, providing assistance, planning, evaluating results.
This document discusses delegation of authority and decentralization. It defines delegation as the subdivision and sub-allocation of powers to subordinates to achieve effective results. There are three key elements to delegation: authority, responsibility, and accountability. While authority and responsibility can be delegated, accountability cannot. Delegation allows for multi-tasking, speedier decision-making, better coordination, and increased employee morale. However, there are also limitations to delegation from both the supervisor and subordinate perspectives. The principles of delegation and advantages and disadvantages of decentralization are also outlined.
UNIT - IV: ORGANIZING: Concept- Nature- Process and Significance; Authority and
Responsibility Relationships - Delegation, Decentralization - Departmentation basis and
formats; Formal and Informal Organization - Changing patterns in Organization structures in
the Knowledge economy.
Authority-Responsibility-Accountability.pptxadtiya college
The document discusses the concepts of authority, responsibility, and accountability. It defines them as follows:
- Authority is the right to give orders or instructions.
- Responsibility is the obligation to achieve objectives.
- Accountability is the obligation to report to higher authorities on the discharge of responsibilities.
It explains that accountability flows upward, while responsibility is assigned downward. Authority and responsibility must be aligned, and accountability relies on the delegation of authority and responsibility.
The document discusses delegation and authority in project management. It defines delegation as assigning work to subordinates while retaining accountability. The three key steps of delegation are analyzing the task, ensuring understanding of objectives, and monitoring results. There are different types of authority including line, staff, and functional authority. Effective delegation requires proper use of authority balanced with accountability and responsibility.
1. The document discusses various concepts related to authority in management including authority relationships, where authority comes from, types of authority, and the delegation of authority.
2. Authority refers to the right to give orders and expect obedience, and is usually granted by organizations through positions and titles.
3. Key principles around authority include parity between authority and responsibility, unity of command, and functional definitions of authority.
Authority refers to the legitimate right to direct others and make decisions. It flows downward through the organizational hierarchy from high-level managers to lower-level employees. There are three main theories that explain the emergence of authority: the formal theory which sees it flowing from top to bottom positions; the acceptance theory which views it as relying on subordinates' acceptance; and the competence theory which ties it to managers' qualifications. Authority is limited by legal, physical, economic, and biological factors. Responsibility is the obligation to perform assigned duties and flows upward. Accountability is the liability for authority used and also flows upward through reporting requirements. Delegation involves transferring authority to subordinates while maintaining accountability.
Delegation of Authority and Decentralization.pptxDrVVaidehiPriyal
The document discusses delegation of authority and decentralization. It defines delegation as dividing work and allocating it to subordinates to achieve effective results. Decentralization refers to delegating decision-making responsibilities and daily operations to middle and lower levels. Some principles of delegation include functional definition, results expected, parity of authority and responsibility, and unity of command. Decentralization improves decision-making and motivation but can lead to coordination issues if not implemented properly.
The document discusses the concepts of authority, responsibility, accountability, and organizing as they relate to delegation of authority within an organization. It defines authority as the power to make decisions, responsibility as the obligation to perform assigned duties, and accountability as being answerable to superiors for work performed. It notes that authority can be delegated to subordinates, along with responsibility for tasks, while accountability cannot be delegated and remains with the delegator. Effective delegation of authority provides benefits like effective management, employee development, and motivation, but can face obstacles from both subordinates and superiors.
This slide is very helpful for those who are searching for detailed explanation about Centralisation and Decentralisation. If you need any help can contact on mentioned E- Mail Id.
This document discusses the concepts of line and staff authority relationships in organizations. It defines key terms like power, authority, line functions, and staff functions. Staff functions provide advice to help line managers accomplish organizational objectives, but staff have no direct authority over line. Principles of effective delegation are outlined, including defining expected results, functional roles, and maintaining a clear line of authority. Decentralization is the degree to which decision-making authority is delegated within an organization, based on factors like cost, uniformity, and managerial skills.
Decentralization is an organizational structure where daily operations and decision-making responsibilities are delegated to middle and lower-level managers, allowing top management to focus on major decisions. Delegation means dividing authority and powers downwards to subordinates and entrusting parts of one's job to others. For successful delegation, managers should select the right person, delegate all authority and responsibility, set clear goals, and provide regular reviews and credit. Delegation involves transferring authority from one individual to another on an individual basis, while decentralization is a wider process that involves sharing decision-making responsibilities across multiple levels of management.
This document summarizes a student project on authority relationships. It defines authority, responsibility, and accountability and explains how they are interrelated. It describes three types of authority: line authority, staff authority, and functional authority. It also discusses decentralization of authority, delegation of authority, and recentralization of authority. Examples of authority relationships at the Ritz-Carlton hotel are provided to illustrate empowering employees through delegation.
1. The document discusses various empowerment processes such as delegation, decentralization, job enrichment, leadership styles, management by objectives, and team building.
2. It explains the differences between delegation and decentralization, with delegation retaining responsibility with the superior while decentralization transfers responsibility to subordinates.
3. Leadership styles discussed include Likert's four systems of management, the Tannenbaum and Schmidt leadership continuum, and Blake and Mouton's managerial grid model. Management by objectives is introduced as a five-step process of setting goals and evaluating progress.
Organization is the backbone of management. Sound organization contributes greatly towards continuity & success of the organization.
Organizing is the process of integrating the physical, financial & human resources & establishing the productive relationship across them to accomplish the pre-determined goals.
It is concerned with the building up a stable framework or structure of various inter-related parts of the enterprise; each part having its own function & being centrally regulated.
Basic principles of organizing: Achievement of Goal
Division of work
Well defined jobs & Authority
Discipline
Co-ordination
Security & support
Better Human Relation
Adaptability
Formal organization consists of pre defined goal & well defined structure of the jobs having clear cut authority & responsibility.
It is based on basic rules, regulations, principles & practices where employees accomplish their task & achieve the goal of the organization.
In formal organization each & every employee is responsible for his/her own task & performance.
Examples: Production house & Service sectors
Informal organization values both personal & social relationship which is spontaneously established within the formal set up.
There is not any strict rules & regulations, but there is high scope of liberty & feelings.
The relationships are voluntary based on emotional set up. Therefore, no conscious effort is required to hold the relations.
Examples: friendship group.
Both formal & informal organizations play very vital role in organizational set up. Formal organizations work independently & informal organizations depend upon formal organizations.
Line organization is the most oldest & simplest form of administrative organization.
Line organization is also known as scalar organization as authority flows from top to bottom.
There is the line officer who has unified control and independent decision making power in their field.
Specialized or supportive services do not take place in line organizations.
There is also inadequate communication & some times lack of proper co-ordination due to one way communication.
Example: President, Vice President, Supervisor & Employees.
Line & Staff organization is a modification of the line organization & it is more complex than the pure line organization.
In this kind of organization, line officers & staff officers (Generalists & Specialists) work together. Line officers plan & execute the work whereas staff officers play advisory role.
Power of command remains with the line executives & staff serves only as counselors who reduce the burden of the line managers & help to take quick decision.
Centralization refers to the process in which organizations take decisions & plan. The decision making power is retained in the hand of the head of the organization & all other employees have to obey this.
Decentralization is just the opposite of centralization. It refers to delegation of decision making authority through out an organization.
Staffing is the process of acquiring, deploying, and retaining a qualified workforce. It involves manpower planning, job analysis, recruitment and selection, training and development, and performance appraisal. The key objectives of staffing are to understand organizational functions, ensure the right people are in the right places, and address issues related to job analysis. Staffing is important for training, coordination, recruitment, developing human resources, optimizing resource use, enhancing corporate image, and job satisfaction. Effective delegation and decentralization of authority are important aspects of staffing but can be limited by lack of qualified managers, expense of training, and external forces.
Management involves planning, organizing, staffing, directing and controlling human efforts to achieve organizational objectives. It is the process of coordinating efforts to accomplish goals through people. Administration focuses on policy formulation at the top level, while management focuses on policy execution at middle and lower levels. The five core functions of management are planning, organizing, staffing, directing, and controlling. Management consists of different levels from top administrative level to middle executive level to lower supervisory level.
The document discusses different types of organizational structures and concepts of power and authority. It describes line structure as having a direct line of command from top to bottom, suitable for small firms. Line and staff structure adds staff departments for support while functional structure divides the organization into specialized functions or departments. The sources of power are described as positional, referent, expert, reward and coercive power. Delegation and decentralization are meant to relieve top management while ensuring accountability.
For Bachelor of Science in Real Estate Management course. Chapter 8: Delegation in Principles of Management. Parañaque City College Manila, Philippines
Authority and Responsibility of Management.pptxAnshutChitransh
The document discusses the concepts of authority, responsibility, accountability, and delegation of authority in management. It defines these terms and explains that authority is the power to make decisions, responsibility is the obligation to perform assigned duties, and accountability is being answerable to superiors for work performed. The document also outlines the importance of delegation of authority for effective management.
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Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
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The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
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Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
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How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
4. According to Henry Fayol, “Authority is
the right to give orders and power to exact
obedience”.
According to Weihrich and Koontz,
“Authority in organization is the right in a
position( and, through it, the right of the
person occupying the position) to exercise
discretion in making decisions affecting
others.”
5. CHARACTeRIsTICs
Of AUTHORITY
1. A Right:
2. Positional Right:
3. Formal:
4. Flow of Authority: flows from the Top to
the Bottom of the managerial hierarchy.
5. Forms of Authority:
(a) Decision making
(b) Issuing orders
(c) Taking actions
(d) Performing Duties
(e) Mobilsing and Utilizing resources
6. 6. Relationship: Establishes Right duty
relationship between Superior and
Subordinate.
7. Guide and Influence:
8. Goal Achievement:
9. Limited: The limit on authority is specified
by the duties, responsibilities, rules ,
regulations, policies, procedures, budgets etc.
10. Objective: Authority in itself is objective by
nature but its exercise may be
subjective(influenced by many factors).
11. Abuse or Misuse:
7. POweR
“Power is the ability of a person to
influence the behavior of others or the
capacity to affect a situation.”
Whereas, Authority is the
formal right to command subordinates
and ensure confirmity.
8. Distinction between
Authority Power
1. It is the formal right 1. It is the ability to
vested in managerial influence others. It is
position to decide. neither formal nor
2. It is impersonal and informal
objective. 2. It is personal and
3. It vests only in subjective.
organizational 3. It is all pervasive.
positions. 4. It can flow in any
4. It flows from top to direction from top to
bottom in managerial bottom or bottom to
hierarchy top.
9.
10. According to Haimann , “ Responsibility is
the obligation of a subordinate to perform
the duty as required by his superior.”
In words of McFarland, “Responsibilty
is the duties and activities assigned to a
position or an executive.”
Thus, Responsibility is an obligation of a
person to perform tasks, functions and
activities assigned to him.
12. According to Mondy etal, “ Accountability
is any means of ensuring that the person
who is supposed to do a task actually
performs it and do so correctly.”
In simple words, Accountability is the
obligation of a person to report to his
Superior for the actions and decisions
taken or for the results achieved by him.
Thus , accountability arises when a
person assumes responsibilities.
13. THIS SHOULD NOT BE
DONE ELSE YOU WILL BE
KICK OUT FROM THE
SYSTEM/ORGANISATION.
14. DIFFERNCES BETWEEN
RESPONSIBILITY ACCOUNTABILTY
• Responsibility is a • Accountability is the
personal duty felt by a demand of a manager on
subordinate. his subordinates.
• Responsibility is the • It is the duty of a person
duties and activities to give accounts for the
assigned to a position or acts done, decisions
to an executives. made or results achieved
by him to his superior.
16. DECENTRALISATION
According to Henri Fayol, “ Everything
that goes to increase the importance of
the subordinate’s role is decentralization.”
In simple words , Decentralization of
authority refers to the extent to which
decision-making authority is widely
dispersed within the organization. Here ,
top management retains authority to
make certain important decisions like
setting obj., strategic planning, policy
formulation etc.
17. CHARACTERISTICS
1.Dispersal (freedom at their own) of
decision making.
2.Operating and routine decisions is
delegated at the points where actions
take place.
3.Power relating to functional areas are
delegated to middle and lower-level
managers.
18. Contd.
4. Middle and Lower levels have discretion in
specific operational areas.
5. Decentralization is more than mere
delegation of authority.
6. It is impossible to achieve absolute
decentralization of authority.
19. Advantages:
1. Reduces burden on top Mgt. :
2. Quick decisions:
3. Better Decisions:
why because decisions are made by the
persons closest to situation.
4. Better communication:
5. Training and Development:
6. Democratic atmosphere:
7. Improves Motivation and Morale
20. Disadvantages :
1. Loss of control :
2. Difficulty in coordination :
It may crate prob. in developing coordination
among the different dept. of the organization.
3. Lack of uniformity :
4. High cost :
5. Duplication of work :
6. Competition among departments :
7. Imbalance
22. Contd.
In the word of Haimmann, “ Delegation of
authority merely means the granting of authority
subordinates to operate within the prescribed
limits.”
In simple term, Delegation means dispersing or
assigning authority from one manager to another.
Or we can say sharing authority with another .
Thus, delegation is the process by which a
manager assigns his authority to his
subordinates to perform certain tasks or activities
assigned to them.
23. Characteristics :
1. Process of assigning authority.
2. Shifting decision making authority.
3. Creates link.
4. Authorizes subordinates.
5. Creates responsibilities.
6. Delegation of authority not of
responsibility.
7. Only to positions.
8. Express or implied
24. Significance :
1.Key to managing.
2.Basis for organizing process
3.Quicker decision and faster decision.
4.Better decisions.
5.Promotes specialization.
6.Relieves managers from operative
functions.
7.Motivates subordinates.
8.Better attitude and morale of employess
9.Training and development of
subordinates.
26. DIFFERENCE BETWEEN
DELEGATION DECENTRALIZAION
• It is a process of • It is an organizational
assigning authority from a process by which dispersal
superior to his of authority takes place
subordinates. throughout the
• It is the process of organization.
devolution of authority. • It is the end result of the
• Here immediate superior process of delegation.
has control over the • While here, top managers
subordinates. have overall control and
• It is must for operating control vests
management and key to with the subordinates
organization. • It is optional..
27. Contd.
DELEGATION DECENTRALIZATION
• In this, both the superior • Here , superior cannot
and the subordinate can exercise the decentralized
exercise in the same their authority.
authority. • while here, subordinates
• The superior continues to become liable for their
responsible for the decisions and actions to
decision and actions of the top managers.
his subordinate. • It cannot take place
• It can take place even without delegation.
without
decentralitionation.