Supervisión y control M. En C. Eduardo Bustos Farías 2 · PDF file · 2005-09-17Supervisión y control M. En C. Eduardo Bustos Farías 3 The Organization Structure Line versus staff

Supervisión y control M. En C. Eduardo Bustos Farías 2

The Organization StructureA. Organization charts

– A series of boxes connected with one or more lines to graphically represent the organization’s structure

– It provides an overall picture of how the entire organization fits together

B. Departmentation– The most common method of structuring an organization– It can be functional or geographic

C. Authority and the supervisor– The right to issue directives and expend resources– Authority of supervisors is determined by upper level

management and implemented through the organization structure


The Organization StructureLine versus staff authority• Line authority – based on the supervisor-subordinate

relationship; creating a direct line of authority from the top to the bottom of the organization structure

• Staff authority – specialists in a particular field used to support and advise line personnel

• The largest number of supervisors are usually line managers• Line and staff conflict – staff specialists resent that they

are only advisors to line managers, whereas line managers feel that staff always tries to interfere


The Organization StructureD. Centralized versus decentralized authority

– The degree of authority delegated by top management– The more freedom the supervisor has to make decisions, the more

decentralized the organization– Empowerment is a form of decentralization that gives subordinates

substantial authority to make decisionsE. Responsibility and the supervisor

– Responsibility is accountability for reaching objectives, using resources properly, and adhering to organizational policy

– The term responsibility refers to job duties or the things that make up a supervisor's job

F. Power and the supervisor– Power is the ability to get others to respond favorably to instructions and

orders– Authority is the right to command and expend resources


Principles of Supervision Based on Authority

The following are guides to assist the supervisor in the proper use of authority:

A. Parity principle– Authority and responsibility must coincide

B. Exception principle– Supervisors should concentrate their efforts on matters

that deviate from the normal and let their employees handle routine matters

C. Unity of command principle– An employee should have one and only one immediate

boss


Principles of Supervision Based on Authority

D. Scalar principle– Authority flows one link at a time from the top of the organization

to the bottom (chain of command)E. Span of control principle -- The number of employees a

supervisor can effectively mange. The supervisor’s span depends on several factors:

– Complexity of the jobs– The variety of the jobs– The proximity of the jobs– The quality of the people filling the jobs– The ability of the supervisor


Delegating Authority and Responsibility

• In common use, delegation refers to the delegation of authority to assist the receiving party in completing assigned duties.

• Responsibility can be delegated in the sense of making employees responsible for certain actions, but it does not make the delegating party less responsible.



A. Successful delegation includes the delegation of both authority and responsibility

B. Assigning work:1. Identify what work should be delegated2. Decide which subordinates should handle each task3. Communicate what needs to be done, not how

C. Creating an obligation:1. Tell the employee what is expected2. Feelings of responsibility come from within the

individual



D. Granting permission (authority):– Empowerment involves giving employees

substantial authority to make decisions. The keys to successful empowering are:• Express confidence in employee’s abilities to

perform at high levels• Design jobs so that employees have considerable

freedom• Set meaningful and challenging goals• Applaud good performance• Encourage employees to take personal

responsibility for their work


Why people are reluctant to delegate?

A. Most supervisors are promoted from the ranks of operative employees, where performance is an individual function. A supervisor’s performance is almost totally dependent on the performance of others. Problems occur when the new supervisor does not fully realize the difference.

1. If you want something done right, do it yourself2. It is easier to do it myself3. Fear of an employee looking too good4. The human attraction for power5. More confidence in doing detail work6. Preconceived ideas about employees7. Desire to set the right example



B. Tasks that cannot be delegated -- The following things normally should not be delegated:

1. Planning activities2. Assigning work3. Motivational problems4. Counseling employees5. Resolving conflict situations6. Tasks specifically assigned to the supervisor


Practical Tips For Effective Delegation

• Know your employees’ abilities• Don’t be afraid of over delegating• Practice good communication skills when delegating• Minimize overlap of authority• Give employees some freedom in deciding how to

implement their authority• Assign related areas of authority and responsibility to

each individual• Once you have delegated, let the employees take over• Do not expect perfection the first time


Informal Work GroupsInformal work groups are formed voluntarily by members of an organization.

• Interest groups’ members share a purpose or concern• Informal groups formed around mutual interests fill

important social needs• Affect productivity, the morale of other employees,and the

success of managers.• Have power in an organization• Managers seek to duplicate the satisfaction employees

experience in an informal work group through formal work groups


Formal Work Groups

• Established by management to carry out specific tasks

• May exist for a short or long period of time• Have a single goal


Group NormsA group norm is an understanding among group members concerning how those members should behave

• They may be extremely simple• They many include expectations that group members will

remain loyal to each other under any circumstances• Group members expected to hold to them• They do not govern every action in a group• Members use their actions to show new members how to

behave


Group Behavior

Group CohesivenessRefers to how strongly the individual members will stick together as a group

• Small group size• Success and status of the group• Outside pressures• Stability of membership• Communication• Physical isolation


Group BehaviorGroup Conformity

Abiding by the norms of the group• A group generally seeks to control members’ behavior

for two reasons– Independent behavior can cause disagreement that threatens survival– Creates an atmosphere of trust that allows members to work together and

socialize comfortably

• Individuals tend to conform to group norms under certain conditions

– When group norms are similar to personal attitudes, beliefs,and behavior– When they do not agree with the group’s norms but feel pressure to accept them– When the rewards for complying are valued or the sanctions imposed for

noncompliance are devalued

• Group pressure and conformity


Group Behavior

GroupthinkWhen group members lose their ability to think as individuals and conform at the expense of their good judgment


The Importance of Teams

Influencing Work GroupsThe results of the Hawthorne studies show that when groups of employees are singled out for attention, they tend to work more efficiently



Building Effective Teams• Creating groups• Building trust• Influencing a team’s cohesiveness



Quality Circles• Composed of a group of employees that

perform a similar service or function• Membership is almost always voluntary• The basic purpose is to discuss quality

problems and to generate ideas that might help improve quality

• Members receive specialized training relating to quality



Self-Directed Work TeamsEmpowered to control the work they do without a formal supervisor


Groups and Leaders

• Gaining acceptance• Encouraging participation


Supervision and Informal Work Groups

Getting the Informal Work Group to Work With You Instead of Against You

1) Communicate openly2) Encourage group participation in decision-making3) Respect the informal leader4) Remove production obstacles5) Practice constructive discipline6) Be sensitive to individual needs7) Set a good example and be consistent8) Attempt to provide group rewards9) Support the group when possible10) Set achievable goals for your work unit

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Supervisión y control M. En C. Eduardo Bustos Farías 2 · PDF file · 2005-09-17Supervisión y control M. En C. Eduardo Bustos Farías 3 The Organization Structure Line versus staff