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© Prentice Hall, 2005 1 - 1
© Prentice Hall, 2005 1 - 2
ObjectivesObjectivesObjectivesObjectives1.An understanding of the relationship of responsibility, authority, and delegation
2.Information on how to divide and clarify the job activities of individuals working within an organization
3.Knowledge of the differences among line authority, staff authority, and functional authority
4.An appreciation for the issues that can cause conflict in line and staff relationships
5.Insights into the value of accountability to the organization
6.An understanding of how to delegate
© Prentice Hall, 2005 1 - 3
ResponsibilityResponsibilityResponsibilityResponsibilityThe Job DescriptionDividing Job Activities
The Functional Similarity MethodFunctional Similarity and Responsibility
Supplemental guides suggest avoiding:Overlapping responsibility when making job activity divisionsResponsibility gapsCreating job activities for tasks that do not enhance goal attainment
Outcomes when employees are uncertain about task responsibility:1. One of the two may perform the job2. Both employees may perform the job3. Neither employee may perform the job4. Employees may spend valuable time negotiating
© Prentice Hall, 2005 1 - 4
ResponsibilityResponsibilityResponsibilityResponsibility
© Prentice Hall, 2005 1 - 5
ResponsibilityResponsibilityResponsibilityResponsibilityClarifying Job Activities of Managers
Management Responsibility Guide
Responsible ManagersDimensions to determine the degree of responsibility a manager has:
1. Attitude toward and conduct with subordinates
2. Behavior with upper management
3. Behavior with other groups
4. Personal attitudes and values
© Prentice Hall, 2005 1 - 6
ResponsibilityResponsibilityResponsibilityResponsibility
© Prentice Hall, 2005 1 - 7
ResponsibilityResponsibilityResponsibilityResponsibility
© Prentice Hall, 2005 1 - 8
AuthorityAuthorityAuthorityAuthorityAuthority on the JobAcceptance of Authority
Authority will be accepted only if the individual:1. Can understand the order being communicated2. Believes the order is consistent with the purpose of the organization3. Sees the order as compatible with his or her personal interests4. Is mentally and physically able to comply with the order
To increase acceptance of a manager’s commands:1. Manager uses formal channels of communication2. Each member has an assigned formal channel for orders3. Line of communication is as direct as possible4. Complete chain of command is used to issue orders5. Manager possesses adequate communication skills6. Manager uses formal communication lines only for organizational business7. Command is authenticated as coming from a manager
© Prentice Hall, 2005 1 - 9
AuthorityAuthorityAuthorityAuthorityTypes of Authority
Line and Staff Authority
Line–Staff RelationshipsRoles of Staff Personnel
1. The advisory or counseling role2. The service role3. The control role
Conflict in Line–Staff Relationships
Functional Authority
Accountability
© Prentice Hall, 2005 1 - 10
AuthorityAuthorityAuthorityAuthority
© Prentice Hall, 2005 1 - 11
AuthorityAuthorityAuthorityAuthority
© Prentice Hall, 2005 1 - 12
DelegationDelegationDelegationDelegationSteps in the Delegation Process
Obstacles to the Delegation Process
1. Obstacles related to the supervisor
2. Obstacles related to subordinates
3. Obstacles related to organizations
Eliminating Obstacles to the Delegation Process
© Prentice Hall, 2005 1 - 13
DelegationDelegationDelegationDelegation
© Prentice Hall, 2005 1 - 14
DelegationDelegationDelegationDelegationCentralization and Decentralization
Decentralizing an Organization: A Contingency Viewpoint
Amount of decentralization appropriate for a situation:
1. What is the present size of the organization?
2. Where are the organization’s customers located?
3. How homogeneous is the organization’s product line?
4. Where are organizational suppliers?
5. Is there a need for quick decisions in the organization?
6. Is creativity a desirable feature of the organization?
© Prentice Hall, 2005 1 - 15
DelegationDelegationDelegationDelegation
© Prentice Hall, 2005 1 - 16
DelegationDelegationDelegationDelegationCentralization and Decentralization (continued)
Decentralization at Massey-Ferguson: A Classic ExampleGuidelines for Decentralization
1. Competence to make decisions
2. Adequate and reliable information pertinent to the decision
3. Authority for decision rests with manager accountable for most units
Delegation as a Frame of Mind
Complementing Centralization
© Prentice Hall, 2005 1 - 17
DelegationDelegationDelegationDelegationCentralization and Decentralization (continued)
Decentralization at Massey-Ferguson: A Classic Example (continued)
Management Responsibilities
1. Determining enterprise’s overall objectives
2. Formulating the policies that guide the enterprise
3. Control of the business
4. Product design
5. Achievement of overall objectives and measuring actual performance
6. Corporate plans or budgets
7. Availability and application of general company funds
8. Capital investment plans
© Prentice Hall, 2005 1 - 18
QuestionsQuestions