Centralization & Decentralization
•Download as PPTX, PDF•
0 likes•183 views
Centralization refers to concentrating control under a single authority, while decentralization is delegating authority to lower levels. Centralization allows for clear leadership but can lead to delays, while decentralization promotes quicker decision making but risks lack of coordination. Most organizations today utilize a balanced approach between the two.
Report
Share
Report
Share
Recommended
Decentralisation
slide2-centralisation
slide3-decentralisation
slide4-difference in both
slide5-types of decentralization
Deconcentration
Delegation
Devolution
slide6-Deconcentration
slide7-Delegation
slide8-Devolution
slide9-benefits of decentralization
slide10-limitation of decentralization
DECISION MAKING – DEFINITION, CHARACTERISTICS, ELEMENTS, PROCESS, TYPES AND P...
The document discusses decision making, including its objectives, introduction, definitions, characteristics, elements, process, principles, characteristics of good decisions, administrative problems, and types. It defines decision making as the selection of alternatives based on criteria. The key aspects of decision making are identifying problems, collecting information, discovering alternatives, analyzing alternatives, selecting the best alternative, implementing decisions, and verifying results. Good decisions are action-oriented, goal-directed, and efficiently implemented. Administrative problems can include ensuring accurate information, timely decisions, and effective communication and participation. The main types of decisions are programmed, non-programmed, major, minor, operative, and crisis decisions.
Ppt on organising
This document discusses the fundamentals of organizing, including its nature, importance, and process. It defines organizing as identifying and grouping work to be performed, defining responsibilities, and establishing relationships to enable efficient work. Organizing involves differentiating and integrating units through specialized tasks and coordination. An effective organization has groups working toward common objectives through divided work and cooperation, with central authority, communication, rules, and a dynamic structure. Organizing is important as it facilitates administration, encourages growth and innovation, optimizes technology use, and ensures continuity through coordination. The process of organizing involves identifying activities, grouping them, assigning duties, and delegating appropriate authority.
Centralization and-decentralization
This document discusses centralization and decentralization in organizations. It begins by defining centralization as reserving authority at a central point within an organization, with control and decision-making residing at the top levels of management. It then discusses various types and prerequisites of decentralization, as well as factors that determine the extent of centralization within an organization.
The document outlines advantages of both centralization and decentralization. Centralization allows for singular control and faster decision-making in urgent situations, while decentralization reduces the burden on top executives, avoids red tape, and promotes initiative and development of managerial talents in subordinates. It also distinguishes between delegation and decentralization.
Organizing as a function of management
This document discusses organizing as a function of management. It defines organizing and explains that it involves sub-dividing and grouping activities. Organizing becomes necessary when more than one person works together to achieve common objectives. The document then discusses the nature and purpose of organization, including specialization, orientation towards goals, and continuity. It also outlines the steps in the organizing process and discusses formal and informal organization structures. Finally, it covers different types of organizational structures like bureaucratic, functional, divisional, and matrix structures.
Decision Making in an Organization
This document discusses decision-making in organizations. It begins by defining decision-making as making choices between two or more alternatives. It then outlines the importance of decision-making for organizations. The document also covers various theories of decision-making, types of decisions, the decision-making process, tools and techniques to improve decision-making, and biases that can negatively impact decisions. It concludes by emphasizing that sound decision-making is important and that the process needs continual improvement through the use of various decision-making models, tools, and awareness of cognitive biases.
Organization theories
There are several theories which explain the organization and its structure .Classical organization theory includes the scientific management approach, Weber's bureaucratic approach, and administrative theory.
Management Skills & Management Styles
This document discusses different management styles that can be used by managers to lead subordinates and achieve organizational goals. It defines management styles as the ways managers make decisions related to subordinates and identifies five main styles: autocratic, consultative, persuasive, democratic, and laissez-faire. Each style is then described in terms of how decisions are made and how subordinates are involved. The autocratic style involves unilateral decision making by the manager, while the consultative and persuasive styles involve engaging with subordinates but retaining final decision authority. The democratic style uses majority-rule decision making, and the laissez-faire style gives subordinates significant autonomy.
Recommended
Decentralisation
slide2-centralisation
slide3-decentralisation
slide4-difference in both
slide5-types of decentralization
Deconcentration
Delegation
Devolution
slide6-Deconcentration
slide7-Delegation
slide8-Devolution
slide9-benefits of decentralization
slide10-limitation of decentralization
DECISION MAKING – DEFINITION, CHARACTERISTICS, ELEMENTS, PROCESS, TYPES AND P...
The document discusses decision making, including its objectives, introduction, definitions, characteristics, elements, process, principles, characteristics of good decisions, administrative problems, and types. It defines decision making as the selection of alternatives based on criteria. The key aspects of decision making are identifying problems, collecting information, discovering alternatives, analyzing alternatives, selecting the best alternative, implementing decisions, and verifying results. Good decisions are action-oriented, goal-directed, and efficiently implemented. Administrative problems can include ensuring accurate information, timely decisions, and effective communication and participation. The main types of decisions are programmed, non-programmed, major, minor, operative, and crisis decisions.
Ppt on organising
This document discusses the fundamentals of organizing, including its nature, importance, and process. It defines organizing as identifying and grouping work to be performed, defining responsibilities, and establishing relationships to enable efficient work. Organizing involves differentiating and integrating units through specialized tasks and coordination. An effective organization has groups working toward common objectives through divided work and cooperation, with central authority, communication, rules, and a dynamic structure. Organizing is important as it facilitates administration, encourages growth and innovation, optimizes technology use, and ensures continuity through coordination. The process of organizing involves identifying activities, grouping them, assigning duties, and delegating appropriate authority.
Centralization and-decentralization
This document discusses centralization and decentralization in organizations. It begins by defining centralization as reserving authority at a central point within an organization, with control and decision-making residing at the top levels of management. It then discusses various types and prerequisites of decentralization, as well as factors that determine the extent of centralization within an organization.
The document outlines advantages of both centralization and decentralization. Centralization allows for singular control and faster decision-making in urgent situations, while decentralization reduces the burden on top executives, avoids red tape, and promotes initiative and development of managerial talents in subordinates. It also distinguishes between delegation and decentralization.
Organizing as a function of management
This document discusses organizing as a function of management. It defines organizing and explains that it involves sub-dividing and grouping activities. Organizing becomes necessary when more than one person works together to achieve common objectives. The document then discusses the nature and purpose of organization, including specialization, orientation towards goals, and continuity. It also outlines the steps in the organizing process and discusses formal and informal organization structures. Finally, it covers different types of organizational structures like bureaucratic, functional, divisional, and matrix structures.
Decision Making in an Organization
This document discusses decision-making in organizations. It begins by defining decision-making as making choices between two or more alternatives. It then outlines the importance of decision-making for organizations. The document also covers various theories of decision-making, types of decisions, the decision-making process, tools and techniques to improve decision-making, and biases that can negatively impact decisions. It concludes by emphasizing that sound decision-making is important and that the process needs continual improvement through the use of various decision-making models, tools, and awareness of cognitive biases.
Organization theories
There are several theories which explain the organization and its structure .Classical organization theory includes the scientific management approach, Weber's bureaucratic approach, and administrative theory.
Management Skills & Management Styles
This document discusses different management styles that can be used by managers to lead subordinates and achieve organizational goals. It defines management styles as the ways managers make decisions related to subordinates and identifies five main styles: autocratic, consultative, persuasive, democratic, and laissez-faire. Each style is then described in terms of how decisions are made and how subordinates are involved. The autocratic style involves unilateral decision making by the manager, while the consultative and persuasive styles involve engaging with subordinates but retaining final decision authority. The democratic style uses majority-rule decision making, and the laissez-faire style gives subordinates significant autonomy.
History of Management
1. Henry Fayol was a pioneer in the study of management principles and functions. He identified five primary functions of management - planning, organizing, commanding, coordinating, and controlling.
2. Fayol also developed 14 principles of management to help managers, including division of work, authority and responsibility, discipline, unity of command, and subordination of individual interests.
3. Some of Fayol's key contributions to the administrative management approach include making a clear distinction between operating and managerial functions, and emphasizing the importance of concepts like unity of direction, order, equity, stability of tenure, and initiative.
Organizational structure design
The document discusses organizational structure and design. It defines organizational structure as the hierarchy of people and departments in an organization and how information flows. Structure is important as it ensures efficient operations and defines roles and responsibilities. There are different types of structures like functional, line, and matrix. Key components of structure include work specification, departmentalization, chain of command, span of control, and centralization vs decentralization. Structure influences behavior, relationships, and goal-oriented work. Proper structure is important for good performance while poor structure makes it impossible.
Organizing in management
The document discusses the concepts of organizing and organization. It defines organizing as identifying and grouping work to be performed, delegating responsibility and authority, and establishing relationships to enable efficient work. An organization differentiates tasks among specialized units and integrates their work. Key aspects of an organization include a group working toward common objectives, division of labor, cooperative efforts, communication, central authority, rules, and a dynamic element. A sound organizational structure facilitates administration, encourages growth and innovation, ensures optimal resource use, and continuity of the enterprise. The organizing process involves identifying activities, grouping them, assigning duties, and delegating appropriate authority.
Decision making models
The document discusses several decision making models, including rational models that seek an optimal outcome, bounded rational models that recognize limitations in information and options, and other tools like the Vroom-Jago model for determining whether to make a decision individually or as a group. It also covers models for assigning roles in decision making such as the Bain model and approaches like WRAP and Six Thinking Hats that attempt to address weaknesses in rational models by considering multiple perspectives.
Decision making process
Decision making is the process of making choices by identifying a decision, gathering information, and assessing alternative resolutions. Using a step-by-step decision-making process can help you make more deliberate, thoughtful decisions by organizing relevant information and defining alternatives.
Types of Plans ( Management)
This document discusses different types of plans categorized by time, management level, broadness, and use. Plans can be long term, medium term, or short term based on time. Based on management level, plans can be top level, middle level, or lower level. Plans also vary in broadness as corporate level plans or departmental level plans. Finally, plans are distinguished by their use as either standing plans like missions and policies, or single use plans like programs, budgets, and projects.
Concept of organization
The document discusses the concept of organization, defining it as a system of cooperative activities between two or more people to achieve common goals. It also defines organization as an entity, a group of people, a structure, and a process. The importance of organization is outlined as providing order, encouraging specialization, improving administration, stimulating creative thinking, facilitating communication, and helping expand an enterprise. Organization is summarized as a process of identifying and grouping work, defining responsibility and authority, and establishing relationships to enable effective teamwork toward shared objectives.
Management Styles
The document discusses four main management styles:
1. Autocratic - Management makes all decisions without input from staff. Communication flows only from management down.
2. Persuasive - Management makes final decisions but discusses the reasoning with staff beforehand. Centralized power and decision-making remains with management.
3. Consultative - Management presents problems to staff, gets suggestions, and makes the final decision. Communication flows both ways but decisions still rest with management.
4. Participative - Authority is decentralized and staff are empowered and involved in decision-making. Commonly used in professional organizations where employees have similar skills.
Power and leadership
This document discusses various aspects of leadership including definitions, qualities, styles, and differences between leadership and management. It defines leadership as a process of guiding and influencing people towards goals. Key leadership qualities include emotional intelligence, relationship building, problem solving, decision making, coaching, and setting an example. There are different leadership styles such as autocratic, democratic, laissez-faire, and transformational. Formal leaders hold official positions while informal leaders gain respect and influence. Power and leadership can overlap but power is derived from position while true leadership comes from personal attributes that inspire voluntary followership.
Organizational Structure and Design
This document discusses organizational structure and design. It defines organizational structure as how a company's hierarchy, departments, and information flow are arranged. An organizational structure determines who makes decisions, how job tasks are divided and coordinated, and how information is distributed. The document then examines different types of organizational structures like functional, line, geographic, product, and matrix structures. It also discusses important considerations for organizational design like job design, departmentalization, span of control, and delegation of authority.
Garbage bin decision making
The document discusses decision making and the Garbage Can Model of organizational choice. It describes decision making as identifying options, comparing them, and choosing a course of action. The Garbage Can Model contends that decisions in organizations are random and unsystematic, with problems, solutions, participants, and choices interacting like items in a garbage can. Under this model, solutions may be proposed without existing problems, choices made without solving problems, and problems may persist without solutions. The model explains decision making in environments of high uncertainty.
Delegation of Authority
Delegation of Authority We Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program.
This document discusses delegation of authority and decentralization. It defines delegation as assigning work to others with adequate decision-making authority. Delegation provides advantages like saving time and developing subordinates. Effective delegation requires determining what to delegate, clear communication, and accountability. Decentralization means different sections perform activities independently within a department, providing benefits like efficiency but risks like duplicate work. Both delegation and decentralization involve distributing authority throughout an organization.Advantages of Decentralization
The document discusses decentralization in organizational structures. Decentralization means assigning authority and responsibility for decision making to lower levels of management. This allows for quicker decisions and better communication. An example given is Clarion University's student newspaper advertising services. Advantages of decentralization include reducing the burden on top executives, quicker decisions, growth and diversification, better communication, and developing executive skills.
Behavioral Theories of Leadership
Behavioral theories assert that people can learn how to become leaders through teaching and observation. As a reaction to the trait theories, the behavioral theories looks not at the traits and abilities of leaders, but their behavior.
System and contingency approach
The document discusses two contemporary management perspectives: the system approach and contingency approach. The system approach views an organization as a set of interrelated parts that work together as a unified whole. It recognizes that decisions in one department impact other departments. The contingency approach suggests there is no universally optimal way to manage, and the best approach depends on situational factors like organization size, task routines, environmental uncertainty, and individual differences. It stresses that management must adapt to different situations.
Ch 10 decision making ppt
This document provides an overview of decision making for managers. It defines decision making and explains the importance. There are several types of decisions that managers make including programmed/non-programmed, strategic/tactical/operational. Decisions can be made under conditions of certainty, risk, or uncertainty. Classical rational decision making assumes complete information while bounded rationality recognizes limits. Intuitive and creative decision making rely on experience and brainstorming. Political decision making involves compromise. Risk propensity and ethics also influence the process. Challenges include biases, escalation of commitment, and groupthink.
Decision making
The document discusses decision making, including definitions, importance, types, styles, factors affecting success or failure, models, and steps. Decision making is selecting the best alternative to achieve objectives from available options. It is important for better resource use, business growth, and more. Decisions can be programmed, recurring decisions or non-programmed, unique decisions. Factors like certainty, risk, uncertainty, and ambiguity determine the likelihood of failure. The classical, administrative, and political models differ in their problem clarity, information availability, and choice process. The decision making process generally involves recognizing a problem, considering alternatives, choosing one, implementing it, and learning from feedback.
Groups
The document defines a group and discusses the key characteristics and theories of group formation. A group is defined as two or more individuals who come together to achieve common goals through interaction and integrated effort. The main characteristics of a group are that members work toward shared goals, contribute different skills, and reach agreements through communication. Popular theories of group formation include propinquity theory, which cites proximity as a factor, and exchange theory, which argues people are attracted to groups that offer more rewards than costs through interaction.
Decision Making In Management
Managerial decision making involves responding to opportunities and threats by analyzing options and choosing courses of action. There are two types of decisions - programmed decisions which are routine, and non-programmed decisions which are unusual situations with no set rules. The classical model assumes all information is available, but the administrative model recognizes information is often incomplete. Effective decision making involves framing the problem, generating alternatives, evaluating alternatives, choosing an alternative, implementing it, and learning from feedback. Group decision making can reduce biases but risks groupthink; techniques like devil's advocacy and diversity can improve it. Organizational learning and creativity help decision making by challenging assumptions and encouraging new ideas.
Chapter 4 organizing
The document discusses the concepts of organizing, including defining organizing as the process of arranging work, authority, and resources to achieve organizational goals. It covers principles of organization like unity of command and span of control, and different types of organizational structures such as functional, divisional, and matrix structures. The document also examines concepts related to organizing like responsibility, authority, and centralization versus decentralization.
centralization and decentralization of authority
This ppt will have to gain basic knowledge about centralization and decentralization of authority and principle of delegation of responsibilities
Pinakini unit 3 organising.pptx
This document discusses key concepts related to organizing, including:
- Organizing involves analyzing activities to group them into divisions, departments, and sections and assigning authority.
- Centralization concentrates decision-making at the top level while decentralization delegates authority to lower levels.
- Departmentalization clusters individuals into units based on functions, processes, products, geography, or customers to facilitate goals.
- Authority refers to the power to give orders while responsibility is the duties assigned to a position. Both are important for effective organization.
More Related Content
What's hot
History of Management
1. Henry Fayol was a pioneer in the study of management principles and functions. He identified five primary functions of management - planning, organizing, commanding, coordinating, and controlling.
2. Fayol also developed 14 principles of management to help managers, including division of work, authority and responsibility, discipline, unity of command, and subordination of individual interests.
3. Some of Fayol's key contributions to the administrative management approach include making a clear distinction between operating and managerial functions, and emphasizing the importance of concepts like unity of direction, order, equity, stability of tenure, and initiative.
Organizational structure design
The document discusses organizational structure and design. It defines organizational structure as the hierarchy of people and departments in an organization and how information flows. Structure is important as it ensures efficient operations and defines roles and responsibilities. There are different types of structures like functional, line, and matrix. Key components of structure include work specification, departmentalization, chain of command, span of control, and centralization vs decentralization. Structure influences behavior, relationships, and goal-oriented work. Proper structure is important for good performance while poor structure makes it impossible.
Organizing in management
The document discusses the concepts of organizing and organization. It defines organizing as identifying and grouping work to be performed, delegating responsibility and authority, and establishing relationships to enable efficient work. An organization differentiates tasks among specialized units and integrates their work. Key aspects of an organization include a group working toward common objectives, division of labor, cooperative efforts, communication, central authority, rules, and a dynamic element. A sound organizational structure facilitates administration, encourages growth and innovation, ensures optimal resource use, and continuity of the enterprise. The organizing process involves identifying activities, grouping them, assigning duties, and delegating appropriate authority.
Decision making models
The document discusses several decision making models, including rational models that seek an optimal outcome, bounded rational models that recognize limitations in information and options, and other tools like the Vroom-Jago model for determining whether to make a decision individually or as a group. It also covers models for assigning roles in decision making such as the Bain model and approaches like WRAP and Six Thinking Hats that attempt to address weaknesses in rational models by considering multiple perspectives.
Decision making process
Decision making is the process of making choices by identifying a decision, gathering information, and assessing alternative resolutions. Using a step-by-step decision-making process can help you make more deliberate, thoughtful decisions by organizing relevant information and defining alternatives.
Types of Plans ( Management)
This document discusses different types of plans categorized by time, management level, broadness, and use. Plans can be long term, medium term, or short term based on time. Based on management level, plans can be top level, middle level, or lower level. Plans also vary in broadness as corporate level plans or departmental level plans. Finally, plans are distinguished by their use as either standing plans like missions and policies, or single use plans like programs, budgets, and projects.
Concept of organization
The document discusses the concept of organization, defining it as a system of cooperative activities between two or more people to achieve common goals. It also defines organization as an entity, a group of people, a structure, and a process. The importance of organization is outlined as providing order, encouraging specialization, improving administration, stimulating creative thinking, facilitating communication, and helping expand an enterprise. Organization is summarized as a process of identifying and grouping work, defining responsibility and authority, and establishing relationships to enable effective teamwork toward shared objectives.
Management Styles
The document discusses four main management styles:
1. Autocratic - Management makes all decisions without input from staff. Communication flows only from management down.
2. Persuasive - Management makes final decisions but discusses the reasoning with staff beforehand. Centralized power and decision-making remains with management.
3. Consultative - Management presents problems to staff, gets suggestions, and makes the final decision. Communication flows both ways but decisions still rest with management.
4. Participative - Authority is decentralized and staff are empowered and involved in decision-making. Commonly used in professional organizations where employees have similar skills.
Power and leadership
This document discusses various aspects of leadership including definitions, qualities, styles, and differences between leadership and management. It defines leadership as a process of guiding and influencing people towards goals. Key leadership qualities include emotional intelligence, relationship building, problem solving, decision making, coaching, and setting an example. There are different leadership styles such as autocratic, democratic, laissez-faire, and transformational. Formal leaders hold official positions while informal leaders gain respect and influence. Power and leadership can overlap but power is derived from position while true leadership comes from personal attributes that inspire voluntary followership.
Organizational Structure and Design
This document discusses organizational structure and design. It defines organizational structure as how a company's hierarchy, departments, and information flow are arranged. An organizational structure determines who makes decisions, how job tasks are divided and coordinated, and how information is distributed. The document then examines different types of organizational structures like functional, line, geographic, product, and matrix structures. It also discusses important considerations for organizational design like job design, departmentalization, span of control, and delegation of authority.
Garbage bin decision making
The document discusses decision making and the Garbage Can Model of organizational choice. It describes decision making as identifying options, comparing them, and choosing a course of action. The Garbage Can Model contends that decisions in organizations are random and unsystematic, with problems, solutions, participants, and choices interacting like items in a garbage can. Under this model, solutions may be proposed without existing problems, choices made without solving problems, and problems may persist without solutions. The model explains decision making in environments of high uncertainty.
Delegation of Authority
Delegation of Authority We Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program.
This document discusses delegation of authority and decentralization. It defines delegation as assigning work to others with adequate decision-making authority. Delegation provides advantages like saving time and developing subordinates. Effective delegation requires determining what to delegate, clear communication, and accountability. Decentralization means different sections perform activities independently within a department, providing benefits like efficiency but risks like duplicate work. Both delegation and decentralization involve distributing authority throughout an organization.Advantages of Decentralization
The document discusses decentralization in organizational structures. Decentralization means assigning authority and responsibility for decision making to lower levels of management. This allows for quicker decisions and better communication. An example given is Clarion University's student newspaper advertising services. Advantages of decentralization include reducing the burden on top executives, quicker decisions, growth and diversification, better communication, and developing executive skills.
Behavioral Theories of Leadership
Behavioral theories assert that people can learn how to become leaders through teaching and observation. As a reaction to the trait theories, the behavioral theories looks not at the traits and abilities of leaders, but their behavior.
System and contingency approach
The document discusses two contemporary management perspectives: the system approach and contingency approach. The system approach views an organization as a set of interrelated parts that work together as a unified whole. It recognizes that decisions in one department impact other departments. The contingency approach suggests there is no universally optimal way to manage, and the best approach depends on situational factors like organization size, task routines, environmental uncertainty, and individual differences. It stresses that management must adapt to different situations.
Ch 10 decision making ppt
This document provides an overview of decision making for managers. It defines decision making and explains the importance. There are several types of decisions that managers make including programmed/non-programmed, strategic/tactical/operational. Decisions can be made under conditions of certainty, risk, or uncertainty. Classical rational decision making assumes complete information while bounded rationality recognizes limits. Intuitive and creative decision making rely on experience and brainstorming. Political decision making involves compromise. Risk propensity and ethics also influence the process. Challenges include biases, escalation of commitment, and groupthink.
Decision making
The document discusses decision making, including definitions, importance, types, styles, factors affecting success or failure, models, and steps. Decision making is selecting the best alternative to achieve objectives from available options. It is important for better resource use, business growth, and more. Decisions can be programmed, recurring decisions or non-programmed, unique decisions. Factors like certainty, risk, uncertainty, and ambiguity determine the likelihood of failure. The classical, administrative, and political models differ in their problem clarity, information availability, and choice process. The decision making process generally involves recognizing a problem, considering alternatives, choosing one, implementing it, and learning from feedback.
Groups
The document defines a group and discusses the key characteristics and theories of group formation. A group is defined as two or more individuals who come together to achieve common goals through interaction and integrated effort. The main characteristics of a group are that members work toward shared goals, contribute different skills, and reach agreements through communication. Popular theories of group formation include propinquity theory, which cites proximity as a factor, and exchange theory, which argues people are attracted to groups that offer more rewards than costs through interaction.
Decision Making In Management
Managerial decision making involves responding to opportunities and threats by analyzing options and choosing courses of action. There are two types of decisions - programmed decisions which are routine, and non-programmed decisions which are unusual situations with no set rules. The classical model assumes all information is available, but the administrative model recognizes information is often incomplete. Effective decision making involves framing the problem, generating alternatives, evaluating alternatives, choosing an alternative, implementing it, and learning from feedback. Group decision making can reduce biases but risks groupthink; techniques like devil's advocacy and diversity can improve it. Organizational learning and creativity help decision making by challenging assumptions and encouraging new ideas.
Chapter 4 organizing
The document discusses the concepts of organizing, including defining organizing as the process of arranging work, authority, and resources to achieve organizational goals. It covers principles of organization like unity of command and span of control, and different types of organizational structures such as functional, divisional, and matrix structures. The document also examines concepts related to organizing like responsibility, authority, and centralization versus decentralization.
What's hot (20)
Similar to Centralization & Decentralization
centralization and decentralization of authority
This ppt will have to gain basic knowledge about centralization and decentralization of authority and principle of delegation of responsibilities
Pinakini unit 3 organising.pptx
This document discusses key concepts related to organizing, including:
- Organizing involves analyzing activities to group them into divisions, departments, and sections and assigning authority.
- Centralization concentrates decision-making at the top level while decentralization delegates authority to lower levels.
- Departmentalization clusters individuals into units based on functions, processes, products, geography, or customers to facilitate goals.
- Authority refers to the power to give orders while responsibility is the duties assigned to a position. Both are important for effective organization.
Authority-Responsibility-Accountability.pptx
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.
Principles Of Management Unit 4
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.
Organising
This document discusses key concepts related to organization and organizing. It defines organization as the process of identifying and grouping work to be performed in an effective manner. There are several types of organizational structures discussed such as line, line and staff, functional, committee, project, and matrix structures.
The principles of organizing discussed include chain of command, work specialization, authority, delegation of authority, span of management, and unity of command. Chain of command refers to the hierarchical order of authority within an organization. Work specialization involves dividing tasks into separate jobs completed by different individuals. Authority is the right to command and is delegated from superiors to subordinates. Delegation involves assigning responsibility, authority, and accountability to subordinates.
Organizing
Organizing involves arranging elements according to rules and ensuring everything has a proper order. It is a core managerial function that involves determining and dividing tasks, grouping jobs, and specifying relationships. Centralization concentrates decision-making at the top levels, while decentralization delegates more authority throughout levels of management. Decentralization allows for developing skills, processing talent reserves, and coordinating divisions, but can make coordination more difficult. Organizing is important for management and achieving organizational goals.
5.10 Decentralisation Concept : XII Business Studies
Decentralization refers to delegating authority throughout all levels of an organization. An organization is decentralized when decision-making authority is shared with lower management levels and decisions are made closest to operations. Decentralization benefits include reducing the burden on top management, facilitating growth, empowering managers, and encouraging employee development. While centralization concentrates authority at the top, decentralization delegates it downward in the hierarchy. Both are necessary, as complete centralization or decentralization would eliminate the need for management levels. Larger organizations tend toward more decentralized decision-making.
Power & delegation
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.
Delegation and decentralisation
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.
Principles & problems of administration
This document outlines several key principles of administration and problems that can arise. The principles discussed include hierarchy, span of control, unity of command, delegation of authority, responsibility, communication, flexibility, specialization, and centralization/decentralization. Some problems that can occur include failure to clarify relationships, delegate authority properly, giving authority without responsibility, multiple subordination, short-circuiting lines of authority, and giving extra-constitutional authority. Proper application of administrative principles and avoidance of these problems can help organizations function effectively.
STAFF AUTHORITY, EMPOWERMENT, AND DECENTRALIZATION
This document discusses different types of authority in organizations, including line authority, staff authority, and functional authority. It also covers empowerment, decentralization of authority, and delegation. The key points are: line authority flows down the chain of command; staff authority allows advisors to provide technical assistance but not make final decisions; decentralization distributes decision-making authority to lower levels; and delegation involves transferring authority from superiors to subordinates. The document also notes advantages and disadvantages of decentralization.
Authority, Centralization & Decentralization
Authority, Centralization & Decentralization. Providing you can clear idea about all these topics would help you out in understanding better. Happy learning
MOB Unit - II - Google Meet.pptx
This document provides an overview of organizing and staffing concepts for an organizational behavior and management principles course. It defines key terms like organizing, organization structure, departmentation, span of control, centralization and decentralization. It also discusses staffing processes including selection and recruitment, and delegation of authority. The document is intended to outline the syllabus and concepts that will be covered in a unit on organizing and staffing.
Centralization & decentralization of authority
Centralization refers to reserving authority at central points in an organization, such as reserving decision-making power and operating authority at top levels of management. Decentralization is the systematic delegation of authority to all levels of management. While centralization allows for focused vision and fast execution, it places a heavy burden on top executives. Decentralization empowers employees, relieves this burden, enables more efficient localized decision-making, and makes expansion easier, though coordination can be more difficult to maintain across divisions. Organizations must consider the tradeoffs between these approaches to structuring authority.
Centralization and decentralization
This document discusses and compares centralization and decentralization in organizational structures. Centralization refers to concentrating decision-making authority at higher levels of management, while decentralization involves dispersing authority to lower levels. The document outlines advantages and disadvantages of both approaches. Centralization can lead to delays and lack of initiative, while decentralization may cause coordination issues but improves motivation and decision making. Ultimately, the best structure depends on an organization's size, goals, and environment.
Decentralization in healthcare 2018
This document outlines the key aspects of decentralization in healthcare. It defines decentralization as the distribution of power from central governments to local authorities. Some forms of decentralization include deconcentration, devolution, delegation, and privatization. Factors that affect decentralization include the size and cost of decisions, uniformity, management philosophy and availability of managers. The objectives of health decentralization are to improve quality, equity and community participation. Potential advantages are better identification of local needs and increased accountability, while challenges include coordination issues and weak management capacities.
Centralization & decentralization final
The document discusses the concepts of centralization and decentralization in management structures. It defines centralization as decision-making done by top-level management, while decentralization extends decision-making authority to lower levels. Centralization allows for consistent strategies but can overload top management, while decentralization promotes motivation but requires more coordination. Effective management involves balancing centralized control with decentralized autonomy depending on an organization's needs.
Centralization & Decentralization- Definition, Advantages, Disadvantages
Centralization & Decentralization- CLEAR EXPLANATION ABOUT Definition, Advantages, Disadvantages of both with PICTURES, HR FUNCTIONS, operations, stratergies
Centralization and decentralization
The document discusses centralization and decentralization in organizational structure. It provides examples of each and lists their advantages and disadvantages. Centralization involves authority being concentrated at the top level, while decentralization involves dispersing authority throughout different levels of management. A trucking company is given as an example of centralization, while a fast food franchise is provided as an example of decentralization. Some key advantages and disadvantages of each approach are also outlined.
Similar to Centralization & Decentralization (20)
5.10 Decentralisation Concept : XII Business Studies
5.10 Decentralisation Concept : XII Business Studies
STAFF AUTHORITY, EMPOWERMENT, AND DECENTRALIZATION
STAFF AUTHORITY, EMPOWERMENT, AND DECENTRALIZATION
Centralization & Decentralization- Definition, Advantages, Disadvantages
Centralization & Decentralization- Definition, Advantages, Disadvantages
More from Fermila Yousaf
Freedom in European System
The European Convention on Human Rights (ECHR) established the first Council of Europe convention in 1950 to protect fundamental freedoms and human rights in Europe. It guarantees civil and political rights, including the right to life, freedom from torture, right to a fair trial, and freedom of expression. The European Court of Human Rights monitors compliance with the convention and issues legally binding judgments when it finds violations. Member states are obligated to enforce the court's rulings and compensate victims. The convention established common standards for human rights and fundamental freedoms across Europe.
islamic magna carta
Islamic Magna Carta ( The last Sermon of The Holy Prophet (PBUH), A complete Guideline for spending life
Bill of Rights
Bill of Rights, First Amendment, Second Amendment, Third amendment, Four, Five Six Seven amendment, Eight, Ninth and Tenth Amendment in bill of Human Rights
Magna Carta
Magna Carta was a charter agreed to by King John of England in 1215 that granted certain rights to English noblemen, including protection from unlawful imprisonment and right to due process. While initially applying to only a small class, it came to symbolize the principle that rulers are subject to law and fundamental rights. Certain provisions guaranteeing fair trials and equal treatment under law directly influenced modern human rights laws. Over 800 years later, Magna Carta remains an important symbol of liberties and its principles have been exported worldwide through documents like the UN Universal Declaration of Human Rights.
Evaluation of Human Rights
Evaluation of Human Rights, Types of human rights, Salient Features of Human Rights, Historical prospective and Bill of Human Rights.
Human Rights
Human rights are inherent to all human beings by virtue of their humanity. They include civil/political rights like the right to life and liberty, as well as economic/social/cultural rights to necessities of life. The UN Universal Declaration of 1948 codified five basic human rights that countries have agreed to uphold: equality, life, freedom from slavery, fair trial, and freedom of expression. Human rights are important because they establish minimum standards to protect human dignity and require countries to respect, protect, and fulfill these rights through domestic laws and international obligations. Upholding human rights is essential because all people deserve them equally by virtue of their shared humanity.
Training (Definitions, Types and Reasons)
Definition of training according to different writer, Why training is important? and also mention types of training
Objectives Public administration
Here also explain why we study Public Administration, its objectives, Scope and also elements of Public Administration
Origin, Nature and Function of Ombudsmen
An ombudsman is an official appointed to investigate individuals' complaints against public authorities and resolve disputes, acting as an intermediary between the government and citizens. The document outlines that an ombudsman is independent of the three main organs of government and serves as a "tribune of the people" to protect citizens from injustice. The key functions of an ombudsman are to investigate complaints, act as a public assistant in disputes, and work to prevent graft while promoting fairness, good governance, and legal awareness.
Institutions of Ombudsmen
There are six main types of ombudsmen: Classical, Advocate, Hybrid, Executive, Legislative, and Media. Classical ombudsmen investigate complaints, may be elected or appointed, and have authority to conduct investigations. Advocate ombudsmen represent the public interest, often in organizations like long-term care facilities. Hybrid ombudsmen use informal methods to resolve complaints between public and private sectors and can publish reports. Executive ombudsmen work to improve organization performance, either publicly or privately. Legislative ombudsmen concern actions of government entities. Media ombudsmen promote transparency, investigate news complaints independently, and explain roles and obligations.
Executive 1
The executive is the second most powerful organ of government that is responsible for implementing laws passed by the legislature and policies of the government. It has tremendously increased in power and role with the rise of the welfare state. The executive includes all government officials except those in legislative or judicial roles and consists of both political executives like ministers who are elected and represent the public, as well as permanent civil servants who carry out day-to-day administration. The executive's functions include enforcing laws, making appointments and treaties, handling defense, foreign policy, some financial and semi-judicial functions, and more. There are different types of executives including nominal/titular vs. real, hereditary vs. elected, single vs. plural,
Effects of corruption
Corruption within an organization can lead to financial loss, damage employee morale and reputation, and divert focus and resources away from core business. It increases oversight and regulation. For individuals, corruption risks disciplinary action, job termination, criminal charges, and damaged personal relationships. Communities are impacted through wasted taxpayer funds, loss of goods and services, lack of confidence in authorities, and disadvantages for honest businesses.
Difference btween public and private administration
Public administration involves carrying out laws and policies set by governments to serve the public interest. It aims to fulfill public policy through official processes and organizations. Private administration is the management of private business enterprises by individuals or groups to earn a profit through non-political activities like planning, organizing, and implementing business policies and programs. The two differ in that public administration operates in a governmental setting while private administration is a business process, but they both require similar skills in areas like planning, budgeting, and controlling.
Crime
Crime is defined as an act or omission that violates the law and can be punished by the government. For an act to be considered a crime, it must be considered wrong by society, cause harm to others or society, the harm must be serious, and it must be addressed by the criminal justice system. Some common types of crimes include assault, battery, kidnapping, homicide, rape, theft, arson, white collar crimes, and cyber crimes. Crimes can also be "inchoate" if they are attempted but not completed, or can involve solicitation or conspiracy. International law also addresses crimes that occur abroad.
Corruption
Corruption involves dishonest or criminal behavior by people in positions of authority for personal gain, such as bribery or embezzlement. It most commonly occurs when government officials act for personal benefit rather than the public good. Corruption is defined as fraudulent conduct by those in power or the degradation of integrity. It is caused by greed, monopolization, lack of democracy, bureaucracy, poverty, instability, and contagion from other corrupt societies. Corruption is prevalent in Pakistan's government.
Civil services of pakistan
Civil services of Pakistan include 12 departments that provide administrative functions excluding military and judicial branches. The departments include Pakistan Customs Services, Pakistan Administrative Service, Police Service of Pakistan, and others. Reforms to the civil services have been limited with the system still operating similar to under British rule. Some reforms include changes in 1973, during certain Prime Ministers' terms, and under Musharraf who commissioned the National Commission on Government Reforms to propose changes such as adding a personality test to the selection process.
Causes and Control of Criminal Behavior
This document discusses reasons for criminal behavior and ways to reduce it. It identifies biological, childhood, social, substance abuse, and psychological factors as reasons for criminal behavior. Methods to reduce criminal behavior include target hardening, increasing surveillance, environmental changes, rule setting, focusing on hotspots, treating violence as a health issue, and targeting inequality. The document provides an overview of factors influencing criminal behavior and potential solutions.
Administration structure of pakistan at Dist Level
Pakistan is divided into 154 districts across its provinces and territories. The districts are further divided into tehsils or talukas. Each district has its own administration structure and is headed by a district coordination officer. The document outlines the number of districts, populations, areas, and leadership for each of Pakistan's provinces and territories - Azad Jammu and Kashmir, Balochistan, Gilgit-Baltistan, Islamabad Capital Territory, Khyber Pakhtunkhwa, Punjab, and Sindh.
Administration reforms
Reforms aim to improve systems and resolve societal issues by identifying problems and making changes. Some key types of reforms discussed include educational, financial, labor, public policy, and land reforms which seek to enhance institutions and practices. Reform involves making improvements by correcting faults or altering structures and behaviors.
Difference btween public and private administration
The document discusses the differences between public and private administration. It defines public administration as the detailed and systematic application of laws to fulfill public policy. Private administration is defined as the management and organization of private business enterprises to earn a profit in a non-political manner. While they have some similarities like required skills and planning techniques, their key differences are that public administration is governmental and non-profit seeking, whereas private administration is non-governmental and aims to earn a profit.
More from Fermila Yousaf (20)
Difference btween public and private administration
Difference btween public and private administration
Administration structure of pakistan at Dist Level
Administration structure of pakistan at Dist Level
Difference btween public and private administration
Difference btween public and private administration
Recently uploaded
Lifelines of National Economy chapter for Class 10 STUDY MATERIAL PDF
The chapter Lifelines of National Economy in Class 10 Geography focuses on the various modes of transportation and communication that play a vital role in the economic development of a country. These lifelines are crucial for the movement of goods, services, and people, thereby connecting different regions and promoting economic activities.
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.ppt
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
Gender and Mental Health - Counselling and Family Therapy Applications and In...
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
HYPERTENSION - SLIDE SHARE PRESENTATION.
IT WILL BE HELPFULL FOR THE NUSING STUDENTS
IT FOCUSED ON MEDICAL MANAGEMENT AND NURSING MANAGEMENT.
HIGHLIGHTS ON HEALTH EDUCATION.
BÀI TẬP BỔ TRỢ TIẾNG ANH LỚP 9 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2024-2025 - ...
BÀI TẬP BỔ TRỢ TIẾNG ANH LỚP 9 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2024-2025 - ...Nguyen Thanh Tu Collection
https://app.box.com/s/tacvl9ekroe9hqupdnjruiypvm9rdaneWalmart Business+ and Spark Good for Nonprofits.pdf
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
Leveraging Generative AI to Drive Nonprofit Innovation
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
A Visual Guide to 1 Samuel | A Tale of Two Hearts
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
Pengantar Penggunaan Flutter - Dart programming language1.pptx
Pengantar Penggunaan Flutter - Dart programming language1.pptx
Traditional Musical Instruments of Arunachal Pradesh and Uttar Pradesh - RAYH...
Traditional Musical Instruments of Arunachal Pradesh and Uttar Pradesh
BIOLOGY NATIONAL EXAMINATION COUNCIL (NECO) 2024 PRACTICAL MANUAL.pptx
Practical manual for National Examination Council, Nigeria.
Contains guides on answering questions on the specimens provided
How to Make a Field Mandatory in Odoo 17
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
Stack Memory Organization of 8086 Microprocessor
The stack memory organization of 8086 microprocessor.
Recently uploaded (20)
Lifelines of National Economy chapter for Class 10 STUDY MATERIAL PDF
Lifelines of National Economy chapter for Class 10 STUDY MATERIAL PDF
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.ppt
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.ppt
Gender and Mental Health - Counselling and Family Therapy Applications and In...
Gender and Mental Health - Counselling and Family Therapy Applications and In...
BÀI TẬP BỔ TRỢ TIẾNG ANH LỚP 9 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2024-2025 - ...
BÀI TẬP BỔ TRỢ TIẾNG ANH LỚP 9 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2024-2025 - ...
NEWSPAPERS - QUESTION 1 - REVISION POWERPOINT.pptx
NEWSPAPERS - QUESTION 1 - REVISION POWERPOINT.pptx
Film vocab for eal 3 students: Australia the movie
Film vocab for eal 3 students: Australia the movie
Walmart Business+ and Spark Good for Nonprofits.pdf
Walmart Business+ and Spark Good for Nonprofits.pdf
Leveraging Generative AI to Drive Nonprofit Innovation
Leveraging Generative AI to Drive Nonprofit Innovation
Pengantar Penggunaan Flutter - Dart programming language1.pptx
Pengantar Penggunaan Flutter - Dart programming language1.pptx
spot a liar (Haiqa 146).pptx Technical writhing and presentation skills
spot a liar (Haiqa 146).pptx Technical writhing and presentation skills
Traditional Musical Instruments of Arunachal Pradesh and Uttar Pradesh - RAYH...
Traditional Musical Instruments of Arunachal Pradesh and Uttar Pradesh - RAYH...
BIOLOGY NATIONAL EXAMINATION COUNCIL (NECO) 2024 PRACTICAL MANUAL.pptx
BIOLOGY NATIONAL EXAMINATION COUNCIL (NECO) 2024 PRACTICAL MANUAL.pptx
REASIGNACION 2024 UGEL CHUPACA 2024 UGEL CHUPACA.pdf
REASIGNACION 2024 UGEL CHUPACA 2024 UGEL CHUPACA.pdf
Centralization & Decentralization
- 1. CENTRALIZATION & DECENTRALIZATION DEFINITION AND DIFFERENCE
- 2. CENTRALIZATION & DECENTRALIZATION 2 Presented By: Fermila Yousaf
- 3. DEFINITION OF CENTRALIZATION "The concentration of control of an activity or organization under a single authority." "The action or process of bringing activities together in one place." "Administrative authority from lower to higher level of government is called centralization.” According to Allen, “centralization is systematic and consistent reservation of authority at central". PREPARED BY FERMILA 3
- 4. MERITS OF CENTRALIZATION 1.A clear chain of command 2. Focused vision 3. Reduced costs 4. Quick implementation of decisions 5. Improved quality of work YOUR COMPANY NAME 4
- 5. DISADVANTAGES OF CENTRALIZATION 1. Bureaucratic leadership 2. Remote control 3. Delays in work 4. Lack of employee loyalty Summary YOUR COMPANY NAME 5
- 6. DECENTRALIZATION “Decentralization can be viewed as an extension of delegation”. • 1. “Decentralization refers to tire systematic effort to delegate to the lowest levels all authority except that which can only be exercised at central points.” — Louis A. Allen • 2. “Decentralization means the division of a group of functions and activities into relatively autonomous units with overall authority and responsibility for their operation delegate to timid of cacti unit.’—Earl. P. Strong YOUR COMPANY NAME 6
- 7. ADVANTAGE OF DECENTRALIZATION 1. Reduces the burden on top executives 2. Facilitates diversification 3. To provide product and market emphasis 4. It promotes motivation 5. Better control and supervision 6. Quick Decision-Making 7. Executive Development YOUR COMPANY NAME 7
- 8. DISADVANTAGE OF DECENTRALIZATION 1. Uniform policies not Followed 2. 2. Problem of Co-Ordination 3. 3. More Financial Burden 4. 4. Require Qualified Personnel 5. 5. Conflict 8
- 9. CENTRALIZATION The retention of powers and authority with respect to planning and decisions, with the top management, is known as Centralization. Systematic and consistent reservation of authority. Vertical Slow Proper coordination and Leadership Lies with the top Inadequate control over the organization. Small sized organization DECENTRALIZATION The dissemination of authority, responsibility and accountability to the various management levels, is known as Decentralization. Systematic dispersal of authority. Open and Free. Comparatively faster. Sharing of burden and responsibility. Multiple persons have the power of decision making. Considerable control over the organization. Large sized organization YOUR COMPANY NAME 9
- 10. 10 • The difference between centralization and decentralization is one of the hot topics these days. Some people think that centralization is better while others are in favor of decentralization. In ancient times, people used to run their organization in a centralized manner, but now the scenario has been changed completely due to rise in the competition where quick decision making is required and therefore many organizations opted for decentralization. • At present, most of the organization are equipped with both the features, as absolute centralization or decentralization is not possible. Complete centralization in an organization not practicable because it represents that each and every single decision of the organization is taken by the top echelon. On the other hand, full fledge decentralization is an indicator of no control over the activities of subordinates. So, a balance between these two should be maintained. Conclusion