The document discusses various concepts related to power, authority, empowerment, and decentralization in organizations. It defines types of power like legitimate, expert, and coercive power. It also describes line authority, which flows from top to bottom in a direct chain of command, and staff authority, where staff provide technical support and advice. Empowerment involves giving employees authority equal to their responsibilities. Decentralization pushes decision-making authority down the organization structure by delegating power to lower levels.
ORGANISATIONAL BEHAVIOUR
Organisational politics
ORGANISATIONAL POLITICS
FEATURES OF ORGANISATIONAL POLITICS
Organisational Politics has the following features:
It aims at personal benefit arising out of use of power and not organisational benefit.
It is a deliberate effort on the part of people to use politics as a source of widening their power base.
It is not part of a person’s job requirement. It is used to benefit a person.
It can be legitimate or illegitimate political behaviour.
It moves against rationality. Decisions are based on compromises and bargain and not rational acts.
Politics takes place when an individual recognizes that achievement of his goals is influenced by behaviour of others.
Organization Behaviour - Organization Change and DevelopmentSOMASUNDARAM T
Organization Change, Importance, Reasons, Factors influencing changes, Levels of Change, Resistance to Change, Lewin's Force Field theory, Organization Development, OD Interventions (Techniques).
ORGANISATIONAL BEHAVIOUR
Organisational politics
ORGANISATIONAL POLITICS
FEATURES OF ORGANISATIONAL POLITICS
Organisational Politics has the following features:
It aims at personal benefit arising out of use of power and not organisational benefit.
It is a deliberate effort on the part of people to use politics as a source of widening their power base.
It is not part of a person’s job requirement. It is used to benefit a person.
It can be legitimate or illegitimate political behaviour.
It moves against rationality. Decisions are based on compromises and bargain and not rational acts.
Politics takes place when an individual recognizes that achievement of his goals is influenced by behaviour of others.
Organization Behaviour - Organization Change and DevelopmentSOMASUNDARAM T
Organization Change, Importance, Reasons, Factors influencing changes, Levels of Change, Resistance to Change, Lewin's Force Field theory, Organization Development, OD Interventions (Techniques).
OB foundations of individual behaviour and motivationAnushaMokhriwale1
The slide consists of content for MBA and BBA I sem students who have Organization Behaviour in their curriculum.
Contents :
1.Definition
2.Elements of OB
3. Personality definition, nature, characteristics and determinants
4.Attributes of Personality
5. Job attitude
6. Job Satisfaction
7.Job Involvement and Organizational Commitment
8. Case study related to Job attitude
9. Learning definition, types of learners, characteristics of learning and process
10. Applications of learning
11. Theories of Learning
12. What is Perception and its process
13. 2 case studies related to perception
14. Motivation, features of motivation and characteristics
15. Different theories of motivation with links
Note : The content which I have gathered is from google various sources, so all the copyrights are reserved with them.
Hope it helps :) All the best
OB foundations of individual behaviour and motivationAnushaMokhriwale1
The slide consists of content for MBA and BBA I sem students who have Organization Behaviour in their curriculum.
Contents :
1.Definition
2.Elements of OB
3. Personality definition, nature, characteristics and determinants
4.Attributes of Personality
5. Job attitude
6. Job Satisfaction
7.Job Involvement and Organizational Commitment
8. Case study related to Job attitude
9. Learning definition, types of learners, characteristics of learning and process
10. Applications of learning
11. Theories of Learning
12. What is Perception and its process
13. 2 case studies related to perception
14. Motivation, features of motivation and characteristics
15. Different theories of motivation with links
Note : The content which I have gathered is from google various sources, so all the copyrights are reserved with them.
Hope it helps :) All the best
With so many challenges faced by the managers everyday, the best way to handle and excel in one's task is DELEGATION.It not only proves to be one of the best way to manage your work but helps groom your subordinates and polish them to be as do as you.And only when you have sum one to take up your task that you can move forth taking up your boss's
ReadySetPresent (Delegation PowerPoint Presentation Content): 100+ PowerPoint presentation content slides. Appropriate delegating of employees will improve their efficiency, and your expectations, in the workplace. Delegation PowerPoint Presentation Content slides include topics such as: the common objectives for delegation, 7 slides on overcoming barriers to delegating, top five reasons to delegate, 10+ slides on types of questions to ask before delegating, 4 slides with an effective delegation checklist, 6 steps for effective delegation, and appropriate tasks for delegation, 9 delegation opportunities, crisis delegation, 10+ tips for delegating to experts, bosses, and associates, 5 ingredients of communicating successfully, 10+ slides on personal benefits, 10+ slides on organizational benefits, how to's and more!
Types of Authorities[edit]
The types of political authority were first defined by Max Weber in his essay "Politics as a Vocation" and his other writings in 1919-1920. In this essay he emphasized that the political authority that controlled the state can be composed of the following types of authority, or what is called in German as Herrschaft.[3]
Traditional Authority: Power legitimized by respect for long-established cultural patterns.
Charismatic Authority: Power legitimized by extraordinary personal abilities that inspire devotion and obedience.
Rational-Legal Authority: Also known as bureaucratic authority, is when power is legitimized by legally enacted rules and regulations such as governments.
Empowerment the “art” of creating constantly an organization of your own ch...LeadersNet.co.il
מצגת פאור פוינט באנגלית, חלק מהרצאה בנושא: העצמה במערכות בריאות. הוצג בכנס הבינלאומי הראשון לניהול בסיעוד שנערך בפמוקלה תורכיה בחודש נובמבר 2001. מאת: מעיין אמיתי, יועץ ארגוני
במכון מנהיגות, ייעוץ לארגונים לומדים.
1. Purvish Shah - NAVIGATORPurvish Shah - NAVIGATOR
Line / Staff Authority ,Line / Staff Authority ,
EmpowermentEmpowerment
&&
DecentralizationDecentralization
2. Purvish Shah - NAVIGATOR
POWERPOWER
The ability of an individuals or groups toThe ability of an individuals or groups to
induced or influence the beliefs or actionsinduced or influence the beliefs or actions
of other persons or groupsof other persons or groups
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AUTHORITYAUTHORITY
The right in a position to exerciseThe right in a position to exercise
discretion in making decisions affectingdiscretion in making decisions affecting
others.others.
oror
Its an Power in An Organization.Its an Power in An Organization.
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TYPES OF POWERTYPES OF POWER
LEGIMATE POWER:-LEGIMATE POWER:-
Arises from the position .Arises from the position .
EXPERTNESS POWER:-EXPERTNESS POWER:-
Power of knowledge.Power of knowledge.
REFRENT POWER”-REFRENT POWER”-
Influence , people believe in them and in theirInfluence , people believe in them and in their
ideas.ideas.
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TYPES OF POWERTYPES OF POWER
REWARD POWER:-REWARD POWER:-
Power arises from the ability of some people toPower arises from the ability of some people to
grant rewards.grant rewards.
COERCIEVE POWER:-COERCIEVE POWER:-
Closely related to reward power and normallyClosely related to reward power and normally
arising from legitimate power , it’s the power toarising from legitimate power , it’s the power to
punish, whether firing a sub ordinate or else.punish, whether firing a sub ordinate or else.
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EMPOWERMENTEMPOWERMENT
Employees at all the levels in theEmployees at all the levels in the
organization are given the power to makeorganization are given the power to make
the decisions without asking theirthe decisions without asking their
superiors for permission. ( acceptsuperiors for permission. ( accept
responsiblities for their actions and tasks)responsiblities for their actions and tasks)
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EmpowermentEmpowerment
Power should be equal to ResponsiblitiesPower should be equal to Responsiblities
i.e. P=R.i.e. P=R.
If P , is greater than ResponsiblitiesIf P , is greater than Responsiblities .( my.( my
way superiority/ can be misuse or abuseway superiority/ can be misuse or abuse
of power).of power).
If R, is greater than the PowerIf R, is greater than the Power, results in, results in
frustration bcos the person has not thefrustration bcos the person has not the
necessary power to carryout their requirednecessary power to carryout their required
tasks.tasks.
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SCALAR PRINCIPLESCALAR PRINCIPLE
The clearer the line of authority from theThe clearer the line of authority from the
ultimate management position in anultimate management position in an
enterprise to every subordinate position,enterprise to every subordinate position,
the clearer will be the responsibility forthe clearer will be the responsibility for
decision making and more effective will bedecision making and more effective will be
organization communication.organization communication.
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FORMS OF AUTHORITYFORMS OF AUTHORITY
LINE AUTHORITYLINE AUTHORITY
STAFF AUTHORITYSTAFF AUTHORITY
FUNCTIONALFUNCTIONAL
AUTHORITYAUTHORITY
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LINE AUTHORITYLINE AUTHORITY
(KEY POINTS)(KEY POINTS)
Line AuthorityLine Authority is directis direct
supervisorysupervisory
authority from superior toauthority from superior to
subordinatesubordinate
It flows in a directIt flows in a direct chain ofchain of
commandcommand
from the top of the company to thefrom the top of the company to the
bottombottom
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LINE AUTHORITYLINE AUTHORITY
(KEY POINTS)(KEY POINTS)
It exists in all organizations as anIt exists in all organizations as an
uninterrupted scale or series of stepsuninterrupted scale or series of steps
SupervisorsSupervisors -- in line departments,-- in line departments,
such as marketing and production –such as marketing and production –
give direct orders, evaluategive direct orders, evaluate
performance, and reward or punishperformance, and reward or punish
those employees who work for themthose employees who work for them
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LINE AUTHORITYLINE AUTHORITY
(KEY POINTS)(KEY POINTS)
It creates aIt creates a unity of commandunity of command thatthat
helps employees know to whom theyhelps employees know to whom they
are accountable, and whom to go to withare accountable, and whom to go to with
a problema problem
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LINE FUNCTIONLINE FUNCTION
Are those that have the direct impact onAre those that have the direct impact on
accomplishment of the objectives of theaccomplishment of the objectives of the
enterprise .enterprise .
Decision makingDecision making areas of anareas of an organizationorganization
associatedassociated with itswith its dailydaily operationsoperations suchsuch
asas purchasingpurchasing,, manufacturingmanufacturing, and, and sellingselling..
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STAFF FUNCTIONSTAFF FUNCTION
Are those that help the line persons workAre those that help the line persons work
most effectively in accomplishing themost effectively in accomplishing the
objectives.objectives.
AdvisoryAdvisory,, analysisanalysis, and support functions, and support functions
such as accounting, planning,such as accounting, planning,
transportation provided to production (line)transportation provided to production (line)
employees.employees.
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STAFF AUTHORITYSTAFF AUTHORITY
(KEY POINTS)(KEY POINTS)
Staff AuthorityStaff Authority is more limited authorityis more limited authority
to adviseto advise
Staff Supervisors help line departmentsStaff Supervisors help line departments
decide what to do and how to do it butdecide what to do and how to do it but
do not have the authority to make finaldo not have the authority to make final
decisionsdecisions
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STAFF AUTHORITYSTAFF AUTHORITY
(KEY POINTS)(KEY POINTS)
They coordinate and provideThey coordinate and provide
technical assistance or advice to alltechnical assistance or advice to all
advisors, such as accounting,advisors, such as accounting,
human resources, informationhuman resources, information
technology, research, advertising,technology, research, advertising,
public relations, and legal servicespublic relations, and legal services
etcetc
19. Purvish Shah - NAVIGATOR
FUNCTIONAL AUTHORITYFUNCTIONAL AUTHORITY
F.A is the right that is delegated to anF.A is the right that is delegated to an
individual or a department to controlindividual or a department to control
specified processes, practices, policies, orspecified processes, practices, policies, or
other matters relating to activitiesother matters relating to activities
undertaken by persons in otherundertaken by persons in other
department.department.
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DECENTRALIZATIONDECENTRALIZATION
The tendency to despair decision makingThe tendency to despair decision making
authority in an organized structure.authority in an organized structure.
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THE NATURE OFTHE NATURE OF
DECENTRALIZATIONDECENTRALIZATION
DecentralizationDecentralization is the extent tois the extent to
which decision-making authority iswhich decision-making authority is
pushed down the organizationpushed down the organization
structure and shared with manystructure and shared with many
lower-level employeeslower-level employees
22. Purvish Shah - NAVIGATOR
KINDS OFKINDS OF
CENTRALIZATIONCENTRALIZATION
Centralization Of Performance:-Centralization Of Performance:-
geographically characterised , companygeographically characterised , company
opertaing in single location.opertaing in single location.
Departmental CentralizationDepartmental Centralization:-:-
refers to concetration of specialisedrefers to concetration of specialised
activities , maintenance for a whole plantactivities , maintenance for a whole plant
may be carried out by single deparment.may be carried out by single deparment.
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KINDS OFKINDS OF
CENTRALIZATIONCENTRALIZATION
Centralization as an aspect ofCentralization as an aspect of
management:-management:- is the tendency ot restrictis the tendency ot restrict
delegation of decision making . A highdelegation of decision making . A high
degree of authority is held at or near thedegree of authority is held at or near the
top by managers in organizationaltop by managers in organizational
hierarchy.hierarchy.
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STEPS IN DELEGATINGSTEPS IN DELEGATING
25. Purvish Shah - NAVIGATOR
How Authority is DelegatedHow Authority is Delegated
Authority is delegatedAuthority is delegated when a supervisors givewhen a supervisors give
subordinates discretion to make decisions. Thesubordinates discretion to make decisions. The
process of delegation involves :-process of delegation involves :-
Determining the resultsDetermining the results expected from the position.expected from the position.
Assigning taskAssigning task to the position.to the position.
Delegating authorityDelegating authority for accomplishing these task.for accomplishing these task.
Holding the personHolding the person responsible for theresponsible for the
accomplishment of the tasks.accomplishment of the tasks.
26. Purvish Shah - NAVIGATOR
How Authority is DelegatedHow Authority is Delegated
In practice it is impossible to split thisIn practice it is impossible to split this
process since expecting a person toprocess since expecting a person to
accomplish goals without giving authorityaccomplish goals without giving authority
to achieve them is unfair, as is delegatingto achieve them is unfair, as is delegating
authority without knowing the end resultsauthority without knowing the end results
for which its been used . Moreover , sincefor which its been used . Moreover , since
the superior’s responsiblities cannot bethe superior’s responsiblities cannot be
delegated.delegated.
27. Purvish Shah - NAVIGATOR
Art of DelegationArt of Delegation
Personal attitude towards delegation.Personal attitude towards delegation.
ReceptivenessReceptiveness
Willingness to let go.Willingness to let go.
Willingness to let others make mistakes.Willingness to let others make mistakes.
Willingness to trust subordinates.Willingness to trust subordinates.
Willingness to establish and use broadWillingness to establish and use broad
controls.controls.
28. Purvish Shah - NAVIGATOR
PERSONAL ATTITUDESPERSONAL ATTITUDES
TOWARD DELEGATIONTOWARD DELEGATION
Receptiveness:Receptiveness:
Delegation is most effective when Manager isDelegation is most effective when Manager is
receptive of ideas of the subordinatesreceptive of ideas of the subordinates
NIH (Not Invented here) – The idea belongs toNIH (Not Invented here) – The idea belongs to
someone else, not the managersomeone else, not the manager
Willingness to Let Go:Willingness to Let Go:
People who have moved up the ladder mustPeople who have moved up the ladder must
not interfere in decisions of the subordinates.not interfere in decisions of the subordinates.
Ex: Hiring secretary.Ex: Hiring secretary.
29. Purvish Shah - NAVIGATOR
PERSONAL ATTITUDESPERSONAL ATTITUDES
TOWARD DELEGATIONTOWARD DELEGATION
Willingness to Allow Mistakes byWillingness to Allow Mistakes by
SubordinatesSubordinates
Willingness to TRUST SubordinatesWillingness to TRUST Subordinates
Willingness to Establish & Use broadWillingness to Establish & Use broad
ControlsControls
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Advantages ofAdvantages of
DecentralizationDecentralization
Relieves top management burden.Relieves top management burden.
Encourages decision making and knowing theEncourages decision making and knowing the
authority and responsiblities.authority and responsiblities.
Gives managers more freedom andGives managers more freedom and
independence in decision making.independence in decision making.
Promotes broad control .Promotes broad control .
Promotes development of general managers.Promotes development of general managers.
Aids in adaptation in fast-changing environment.Aids in adaptation in fast-changing environment.
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Limitations ofLimitations of
DecentralizationDecentralization
Makes difficult to have a uniform policy.Makes difficult to have a uniform policy.
Increase complexity of co-ordination .Increase complexity of co-ordination .
May results in loss of some control by upperMay results in loss of some control by upper
level managers.level managers.
Can be limited by the availability for qualifiedCan be limited by the availability for qualified
Managers.Managers.
Involves considerable expenses for trainingInvolves considerable expenses for training
managers.managers.
May not be favored by economical scale ofMay not be favored by economical scale of
organization.organization.