For Bachelor of Science in Real Estate Management course. Chapter 8: Delegation in Principles of Management. Parañaque City College Manila, Philippines
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
The document outlines seven principles for effective delegation: 1) Functional definition - clearly defining roles and responsibilities, 2) Unity of command - subordinates report to one supervisor to avoid conflicts, 3) Delegation by results expected - authority must match responsibilities to achieve goals, 4) Absoluteness of responsibility - supervisors remain accountable even after delegating tasks, 5) Parity of authority and responsibility - responsibilities must match authority levels, 6) Authority level principle - subordinates should make decisions within their delegated authority, and 7) Scalar principle - a clear chain of command from top to bottom is important for effective decision making. It also provides guidelines for delegating tasks such as preparing employees, assigning clear expectations, confirming understanding, and commitment
This document provides an overview of key management concepts related to relationships within organizations, including power, bureaucracy, authority, responsibility, leadership, delegation, organizational culture, and conflict management. It discusses Max Weber's model of bureaucracy and how it establishes a formal, hierarchical structure based on technical competence rather than social factors. The advantages and problems of bureaucracy are outlined. Leadership styles and how organizational culture develops and is manifested through shared values, norms, and symbols are also summarized.
This document provides an overview of key concepts related to management of relationships, including power, bureaucracy, authority, responsibility, leadership, delegation, organizational culture, and conflict management. It discusses power as control or influence over others, and as dependency. Bureaucracy is defined as a formal, hierarchical structure where roles are based on technical competence, tasks and decision-making authority are clearly specified, roles are under the control of higher roles, and rules, procedures and norms are used to control behavior.
The document discusses delegation of authority in organizations. It defines key terms like authority, responsibility, and accountability in the context of delegation. Authority refers to the power to allocate resources and make decisions to achieve objectives, and it flows from top to bottom in an organization. Responsibility is the duty to complete assigned tasks, and it flows from bottom to top. Accountability means giving explanations for performance variances and cannot be delegated. Effective delegation involves assigning tasks, granting authority, and creating responsibility and accountability. The roles and responsibilities of a CEO/MD involve managing day-to-day operations, implementing board-approved strategy, and keeping the board informed.
This document discusses the concepts of line and staff authority relationships in organizations. It defines line functions as those directly responsible for achieving objectives, while staff functions support the line. There is sometimes confusion between line and staff due to differing authority relationships within roles. The document also covers delegation of authority through decentralization. Key principles of delegation discussed include unity of command, absoluteness of responsibility, and parity between authority and responsibility. Factors like decision cost and uniformity determine the appropriate level of decentralization.
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.
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.
Delegation is a fundamental aspect of a manager's job that involves transferring responsibility for a task or activity to another individual while retaining accountability for the outcome. Effective delegation involves determining the task, assessing competencies, deciding on needed supervision and authority levels. There are six principles and four basic steps to delegation including selecting a capable person, explaining the task, giving authority and maintaining contact. Key considerations for delegation include the potential for harm, required problem solving, and predictability of outcomes. The nurse retains responsibility for supervision and accountability in the delegation process.
The document discusses authority, responsibility, and accountability in management. It states that authority is the power to make decisions and give orders to achieve objectives, and should be used efficiently within its defined scope. Responsibility is the duty to complete assigned tasks, and one is accountable to explain variances from expectations. Accountability cannot be delegated, whereas responsibility and authority can flow to different levels of the management hierarchy. The document also discusses span of control and the need to match individual and job requirements.
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.
The document discusses authority, responsibilities, and communication flow. It defines authority as the power to enforce rules and make decisions, which can come from legal, traditional, charismatic, or expert sources. Responsibilities entail duties and tasks expected in one's role. Fulfilling responsibilities effectively contributes to organizational objectives. Communication can flow downward from superiors to subordinates, upward from subordinates to superiors, horizontally between peers, and diagonally across levels. External communication also occurs between an organization and outside parties. Authority is legitimate when others feel obligated to obey, while responsibilities ensure authority is not abused and objectives are achieved. Effective communication in all directions is important for organizational success.
Accountability vs Responsibility At Work.pdfStaff Connect
Understand the key distinctions between accountability vs responsibility at work. Gain insights into how these concepts shape workplace dynamics and enhance productivity. Learn more on our blog!
This document discusses the art of delegation. It defines delegation as assigning responsibility for tasks to other people. Delegation has benefits like increased efficiency, productivity, employee development and improved trust. However, people often do not delegate due to ego, lack of time, or concerns about accountability. Effective delegation requires clearly defining goals, responsibilities, authority, and accountability. It also requires motivating, training, and holding employees accountable for their work. The document outlines a seven-step process for delegation, including determining goals, defining roles, providing authority and motivation, and establishing accountability and control. It concludes by discussing five degrees of delegation based on levels of approval and oversight required.
mob-ppt-UNIT-III.pptx management and organisational behaviourmahathigoudgattu
Organizational structure involves dividing work into units and departments to encourage specialization, coordination, and clarification of roles. It aims to maximize efficiency, communication, resource use, job satisfaction, and creative thinking. Key principles for a good structure include clear lines of authority, adequate delegation, fewer management levels, and an appropriate span of control. The structure should be simple, flexible, and balance centralization with decentralization. Authority refers to the power to make decisions and direct others, and derives legitimacy from social institutions and competence. There are various types of authority including legal, traditional, acceptance-based, charismatic, and competence-based.
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.
This document outlines the agenda for a leadership bootcamp covering authority, duties, and disciplinary action. It defines the concepts of agents, principals, and agency relationships in employment. It discusses how duties of loyalty and care emerged for agents in the late 19th century. Agents have a duty to act solely for the benefit of the principal and with standard care. Authority comes from duties assigned, while responsibility is accepting assigned duties and being accountable for their completion.
36,778 sq. ft. building; Zoning: SE (Suburban Employment): The (SE) District allows numerous commercial site uses; Passenger elevator; Private and common restrooms; Fully sprinkled; Data center with a grounded floor and a specialized HVAC system; 60 KVA back-up generator; Building/pylon signage; Potential to purchase adjacent parcels; Sale Price: $4,413,360
Why is Revit MEP Outsourcing considered an as good option for construction pr...MarsBIM1
Outsourcing MEP modeling services require effective collaboration and coordination amongst multiple engineering trades. The engineers and the designers often change the details of the MEP projects, but the work of Revit MEP drafting services is having the master plan and model of the complete project. To have proper coordination and installation, there is a need to execute the project effectively. Hence, the work of Revit family creation facilitates the MEP engineers.
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.
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.
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.
The document outlines seven principles for effective delegation: 1) Functional definition - clearly defining roles and responsibilities, 2) Unity of command - subordinates report to one supervisor to avoid conflicts, 3) Delegation by results expected - authority must match responsibilities to achieve goals, 4) Absoluteness of responsibility - supervisors remain accountable even after delegating tasks, 5) Parity of authority and responsibility - responsibilities must match authority levels, 6) Authority level principle - subordinates should make decisions within their delegated authority, and 7) Scalar principle - a clear chain of command from top to bottom is important for effective decision making. It also provides guidelines for delegating tasks such as preparing employees, assigning clear expectations, confirming understanding, and commitment
This document provides an overview of key management concepts related to relationships within organizations, including power, bureaucracy, authority, responsibility, leadership, delegation, organizational culture, and conflict management. It discusses Max Weber's model of bureaucracy and how it establishes a formal, hierarchical structure based on technical competence rather than social factors. The advantages and problems of bureaucracy are outlined. Leadership styles and how organizational culture develops and is manifested through shared values, norms, and symbols are also summarized.
This document provides an overview of key concepts related to management of relationships, including power, bureaucracy, authority, responsibility, leadership, delegation, organizational culture, and conflict management. It discusses power as control or influence over others, and as dependency. Bureaucracy is defined as a formal, hierarchical structure where roles are based on technical competence, tasks and decision-making authority are clearly specified, roles are under the control of higher roles, and rules, procedures and norms are used to control behavior.
The document discusses delegation of authority in organizations. It defines key terms like authority, responsibility, and accountability in the context of delegation. Authority refers to the power to allocate resources and make decisions to achieve objectives, and it flows from top to bottom in an organization. Responsibility is the duty to complete assigned tasks, and it flows from bottom to top. Accountability means giving explanations for performance variances and cannot be delegated. Effective delegation involves assigning tasks, granting authority, and creating responsibility and accountability. The roles and responsibilities of a CEO/MD involve managing day-to-day operations, implementing board-approved strategy, and keeping the board informed.
This document discusses the concepts of line and staff authority relationships in organizations. It defines line functions as those directly responsible for achieving objectives, while staff functions support the line. There is sometimes confusion between line and staff due to differing authority relationships within roles. The document also covers delegation of authority through decentralization. Key principles of delegation discussed include unity of command, absoluteness of responsibility, and parity between authority and responsibility. Factors like decision cost and uniformity determine the appropriate level of decentralization.
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.
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.
Delegation is a fundamental aspect of a manager's job that involves transferring responsibility for a task or activity to another individual while retaining accountability for the outcome. Effective delegation involves determining the task, assessing competencies, deciding on needed supervision and authority levels. There are six principles and four basic steps to delegation including selecting a capable person, explaining the task, giving authority and maintaining contact. Key considerations for delegation include the potential for harm, required problem solving, and predictability of outcomes. The nurse retains responsibility for supervision and accountability in the delegation process.
The document discusses authority, responsibility, and accountability in management. It states that authority is the power to make decisions and give orders to achieve objectives, and should be used efficiently within its defined scope. Responsibility is the duty to complete assigned tasks, and one is accountable to explain variances from expectations. Accountability cannot be delegated, whereas responsibility and authority can flow to different levels of the management hierarchy. The document also discusses span of control and the need to match individual and job requirements.
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.
The document discusses authority, responsibilities, and communication flow. It defines authority as the power to enforce rules and make decisions, which can come from legal, traditional, charismatic, or expert sources. Responsibilities entail duties and tasks expected in one's role. Fulfilling responsibilities effectively contributes to organizational objectives. Communication can flow downward from superiors to subordinates, upward from subordinates to superiors, horizontally between peers, and diagonally across levels. External communication also occurs between an organization and outside parties. Authority is legitimate when others feel obligated to obey, while responsibilities ensure authority is not abused and objectives are achieved. Effective communication in all directions is important for organizational success.
Accountability vs Responsibility At Work.pdfStaff Connect
Understand the key distinctions between accountability vs responsibility at work. Gain insights into how these concepts shape workplace dynamics and enhance productivity. Learn more on our blog!
This document discusses the art of delegation. It defines delegation as assigning responsibility for tasks to other people. Delegation has benefits like increased efficiency, productivity, employee development and improved trust. However, people often do not delegate due to ego, lack of time, or concerns about accountability. Effective delegation requires clearly defining goals, responsibilities, authority, and accountability. It also requires motivating, training, and holding employees accountable for their work. The document outlines a seven-step process for delegation, including determining goals, defining roles, providing authority and motivation, and establishing accountability and control. It concludes by discussing five degrees of delegation based on levels of approval and oversight required.
mob-ppt-UNIT-III.pptx management and organisational behaviourmahathigoudgattu
Organizational structure involves dividing work into units and departments to encourage specialization, coordination, and clarification of roles. It aims to maximize efficiency, communication, resource use, job satisfaction, and creative thinking. Key principles for a good structure include clear lines of authority, adequate delegation, fewer management levels, and an appropriate span of control. The structure should be simple, flexible, and balance centralization with decentralization. Authority refers to the power to make decisions and direct others, and derives legitimacy from social institutions and competence. There are various types of authority including legal, traditional, acceptance-based, charismatic, and competence-based.
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.
This document outlines the agenda for a leadership bootcamp covering authority, duties, and disciplinary action. It defines the concepts of agents, principals, and agency relationships in employment. It discusses how duties of loyalty and care emerged for agents in the late 19th century. Agents have a duty to act solely for the benefit of the principal and with standard care. Authority comes from duties assigned, while responsibility is accepting assigned duties and being accountable for their completion.
36,778 sq. ft. building; Zoning: SE (Suburban Employment): The (SE) District allows numerous commercial site uses; Passenger elevator; Private and common restrooms; Fully sprinkled; Data center with a grounded floor and a specialized HVAC system; 60 KVA back-up generator; Building/pylon signage; Potential to purchase adjacent parcels; Sale Price: $4,413,360
Why is Revit MEP Outsourcing considered an as good option for construction pr...MarsBIM1
Outsourcing MEP modeling services require effective collaboration and coordination amongst multiple engineering trades. The engineers and the designers often change the details of the MEP projects, but the work of Revit MEP drafting services is having the master plan and model of the complete project. To have proper coordination and installation, there is a need to execute the project effectively. Hence, the work of Revit family creation facilitates the MEP engineers.
The SVN® organization shares a portion of their new weekly listings via their SVN Live® Weekly Property Broadcast. Visit https://svn.com/svn-live/ if you would like to attend our weekly call, which we open up to the brokerage community.
Signature Global TITANIUM SPR | 3.5 & 4.5BHK High rise Apartments in Gurgaonglobalsignature2022
Signature Global TITANIUM SPR launched a high rise apartments in Gurgaon . In this project Signature Global offers 3.5 & 4.5 BHK high rise Apartment at sector 71 Gurgaon SPR Road. Signature Global Titanium SPR is IGBC Gold certified, a testament to our commitment to sustainability.
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We are working around the clock to transform a long-time dream into reality. As a result, Piyalepasa Istanbul will be the largest privately developed urban regeneration project in Turkey.
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Andhra Pradesh, known for its strategic location on the southeastern coast of India, has emerged as a key player in India’s industrial landscape. Over the decades, the state has witnessed significant growth across various sectors,
1. Parañaque City College
Coastal rd. cor. Victor Medina St.
San Dionisio, Parañaque City
A Presentation from Bachelor of Science
in Real Estate Management
Principles of Management | Chapter 8: Delegation
Professor Robert Tampil
2.
3. DELEGATION EMPOWERS A
SUBORDINATE TO MAKE
DECISIONS; IT IS A SHIFTING OF
DECISION-MAKING AUTHORITY
FROM ONE ORGANIZATIONAL
LEVEL TO A LOWER ONE.
4. “DELEGATION
MEANS IN BRIEF
THE PASSING TO
OTHERS OF A
SHARE IN THE
FOUR ELEMENTS
OF THE
MANAGEMENT
PROCESS”
- EDWARD FRANCIS
L EOPOL D BRECH
6. “DELEGATION
CONSISTS OF
GRANTING
AUTHORITY OR THE
RIGHT TO DECISION
MAKING IN CERTAIN
DEFINED AREAS AND
CHARGING
SUBORDINATES WITH
RESPONSIBILITY FOR
CARRYING THROUGH
AN ASSIGNED TASK.”
- DOUGL AS C. BAS IL
8. PARITY OF AUTHORITY
AND RESPONSIBILITY
THERE IS EQUALITY IN ASSIGNED
TASK AND POWER TO DO
WORK; AND
AUTHORITY TO THE
SUBORDINATES IS GIVEN
NEITHER MORE OR LESS THAN
THE TASK.
ABSOLUTENESS OF
RESPONSIBILITY
THE PERSON WHO DELEGATES
AUTHORITY IS RESPONSIBLE TO
HIS SENIOR; AND
IT DOES NOT RELIEVE THE
MANAGER FROM HIS
OBLIGATION.
9. UNITY OF COMMAND
SUBORDINATES MUST BE
COMMANDED BY ONE
SUPERIOR;
THEY SHOULD TAKE THEIR TASK
FROM ONE SUPERIOR AND
SHOULD BE ACCOUNTABLE AND
RESPONSIBLE TOWARDS THE
SAME SUPERIOR LEVEL; AND
ONE BOSS FOR ONE MAN.
FUNCTIONAL DEFINITION
OF AUTHORITY AND
RESPONSIBILITY
THE TASK IS CLEARLY EXPLAINED
AND DECIDED; AND
HELPS THE SUBORDINATES TO
KNOW ABOUT THE LIMIT OF
ONE’S RIGHTS, DUTIES AND
RESPONSIBILITY.
PRINCIPLES OF DELEGATION
10. SCALAR CHAIN
AUTHORITY FLOWS FROM TOP
TO BOTTOM;
IT IS THE BASIS OF
RELATIONSHIP BETWEEN THE
SUPERIOR AND THE
SUBORDINATES; AND
SCALAR CHAIN MAKES THE
APPLICABILITY OF DELEGATION
EASIER.
ORGANIZATIONAL
OBJECTIVES
THIS SHOULD BE SET IN CLEAR
TERMS TO MAKE DELEGATION
SUCCESSFUL; AND
SOMETIMES PART OF THE
MANAGERS WILL BE
COMPLETELY GIVEN TO THE
SUBORDINATES TO ACHIEVE THE
OBJECTIVE.
PRINCIPLES OF DELEGATION
11. PRINCIPLES OF DELEGATION
FREE FLOW OF
INFORMATION
THERE MUST BE INTERRUPTED
FLOW OF INFORMATION AND
MUTUAL UNDERSTANDING
BETWEEN SUPERIOR AND
SUBORDINATES; AND
IF NONE, THE DELEGATION
WILL NOT BE SUCCESSFUL
12. “ N OT H I N G I S I M P O S S I B L E I F Y O U C A N D E L E G AT E ”
13. AUTHORITY
Institutionalized legal
power inherent on a
particular job, function,
or position that is meant
to enable its holder to
successfully carry out his
or her responsibility.
Power that is delegated
formally. It includes a
right to command a
situation, commit
resources, give orders
and expect them to beE L E M E N T S O F D E L E G AT I O N
14. “AUTHORITY IS THE
RIGHT TO GIVE
ORDERS AND
POWER TO EXACT
OBEDIENCE”
- HENRY FAYOL
E L E M E N T S O F D E L E G AT I O N
15. “AUTHORITY IS THE
PRINCIPLE AT THE
ROOT OF
ORGANIZATION AND
SO IMPORTANT THAT IT
IS IMPOSSIBLE TO
CONCEIVE OF AN
ORGANIZATION
UNLESS SOME
PERSON(S) ARE IN A
POSITION TO REQUIRE
ACTION OF OTHERS”
- MOONEY AND REILY
E L E M E N T S O F D E L E G AT I O N
16. “AUTHORITY IS THE
RIGHT TO DECIDE THE
POWER TO ACT, TO
CARRY OUT
DECISIONS”
- FRANKL IN G. MOORE
E L E M E N T S O F D E L E G AT I O N
17. FEATURES OF AUTHORITY
1. It relates to the position of a
person in the organization.
2. It is a right given by one’s
superior to give orders.
3. The object of exercising
authority is to regulate the
subordinates activity.
4. It is generally flows from top to
bottom.
5. It gives a person right to take
decisions.
6. The purpose is to attain goals. TYPES OF AUTHORITY
Line Authority - the power
given to someone in a
supervisory position to
mandate actions by
subordinates.
Staff Authority - the provision
of advice and other services to
line managers.
Functional Authority - the right
that is delegated to an
individual or a department to
control.
18. RESPONSIBILITY
A duty or obligation to
satisfactorily perform or
complete a task (assigned
by someone or created
by one’s own promise or
circumstances) that one
must fulfill, and which has
a consequent penalty for
failure.
Responsibility should
always be fixed.
E L E M E N T S O F D E L E G AT I O NE L E M E N T S O F D E L E G AT I O N
19. “RESPONSIBILITY IS
AN OBLIGATION OF
INDIVIDUAL TO
PERFORM ASSIGNED
DUTIES TO THE BEST
OF HIS ABILITY
UNDER THE
DIRECTION OF HIS
EXECUTIVE LEADER”
- KEITH DAV IS
E L E M E N T S O F D E L E G AT I O N
20. “RESPONSIBILITY IS
THE OBLIGATION OF
A SUBORDINATE TO
PERFORM THE DUTY
AS REQUIRED BY HIS
SUPERIOR”
- THEO HAIMANN
E L E M E N T S O F D E L E G AT I O N
21. “ THE DUTIES AND
ACTIVITIES
ASSIGNED TO A
POSITION OR AN
EXECUTIVE”
- DALTON E. MCFARL AND
E L E M E N T S O F D E L E G AT I O N
22. “RESPONSIBILITY IS
THE OBLIGATION TO
CARRY OUT
ASSIGNED
ACTIVITIES TO THE
BEST OF HIS
ABILITIES”
- GEORGE TERRY
E L E M E N T S O F D E L E G AT I O N
23. CHARACTERISTICS OF RESPONSIBILITY
1. The essence of responsibility is the obligation of a subordinate to perform
the duty assigned.
2. It always originates from the superior-subordinate relationship.
3. Normally, responsibility moves upwards, it flows from bottom to top.
4. Responsibility is in the form of continuing obligation, i.e. a commitment.
5. Responsibility cannot be delegated.
6. The person accepting responsibility to accountable for the performance of
assigned duties.
7. It is hard to conceive responsibility without authority. There has no be parity
between the two.
8. It can be quantitative or qualitative.
24. A U T H O R I T Y V S . R E S P O N S I B I L I T Y
1. It is the legal right of a superior
to command the subordinates.
2. Authority is attached to position
of a superior in concern.
3. Authority to take decisions can
be delegated by a superior to a
subordinate.
1. It is the obligation of
subordinate to perform the
assigned task.
2. Arises out of superior
subordinate relationship in which
subordinate agrees to carry out
duty.
AUTHORITY RESPONSIBILITY
25. ACCOUNTABILITY
It is the liability created
for the use of authority;
This is the answerably
for performance of the
assigned duties.
Accountability is clear
list of tasks, failure to
which might result in
penalty, and position will
be held answerable for.
E L E M E N T S O F D E L E G AT I O N
26. “ACCOUNTABILITY IS
THE OBLIGATION OF
AN INDIVIDUAL TO
REPORT FORMALLY
TO HIS SUPERIOR
ABOUT THE WORK HE
HAS DONE TO
DISCHARGE THE
RESPONSIBILITY.”
- DALTON E. MCFARL AND
E L E M E N T S O F D E L E G AT I O N
27. “ACCOUNTABILITY IS
THE OBLIGATION TO
CARRY OUT
RESPONSIBILITY AND
EXERCISE AUTHORITY
IN TERMS OF
PERFORMANCE
STANDARDS
ESTABLISHED”
- LOUIS AL L EN
E L E M E N T S O F D E L E G AT I O N
28. FEATURES OF
ACCOUNTABILITY
1. It can never be delegated.
2. It can never be reduced.
3. Answerably only for the task assigned.
4. It flows upward.
29. A U T H O R I T Y V S . R E S P O N S I B I L I T Y V S . A C C O U N TA B I L I T Y
It is the legal right of
a superior to
command the
subordinates.
It is the obligation of
subordinate to
perform the
task.
It is the obligation of
individual to carry
out his duties as per
standards of
performance.
AUTHORITY RESPONSIBILITY ACCOUNTABILITY
31. i. Some superior think
themselves to be the best
so they don’t want to
delegate.
ii. They may lack of
communication skills.
iii. They may not be
confident.
iv. They may have
conservative attitude and
may consider delegations
risky.
v. They may have a feeling
i. Subordinates may not be
ready to take responsibility
ii. May find easier to
depend on the boss.
iii. Feel that they will be
criticized for a small
mistake.
iv. Lack of confidence
v. Inadequacy of
information and resources.
vi. Feel overwhelmed with
work.
i. Vague organizational
structure
ii. Inefficient control
system
iii. Non-adherence to the
principle of Unity of
Command
iv. Ineffective
organizational structure
v. Inadequate planningOBSTACLES IN DELEGATION
32. D E L E G AT I O N V S . D E C E N T R A L I Z AT I O N
Delegation is a
pre-requisite for
successful
decentralization
Decentralization
can be called the
extension of
delegation
33. “The best executive is the one who has
sense enough to pick good men to do what
he wants done and self-restraint enough to
keep from meddling with the when they do
it.”
- Theodore Roosevelt