Objectives

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Objectives

• 1. 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

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Responsibility

• The Job Description
• Dividing Job Activities
• The Functional Similarity Method
• Functional Similarity and Responsibility
• Supplemental guides suggest avoiding
• Overlapping responsibility when making job
  activity divisions
• Responsibility gaps
• Creating 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 job
• 2. Both employees may perform the job
• 3. Neither employee may perform the job
• 4. Employees may spend valuable time negotiating

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Responsibility
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Responsibility

• Clarifying Job Activities of Managers
• Management Responsibility Guide
• Responsible Managers
• Dimensions 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

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Responsibility
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Responsibility
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Authority

• Authority on the Job
• Acceptance of Authority
• Authority will be accepted only if the
  individual
• 1. Can understand the order being communicated
• 2. Believes the order is consistent with the
  purpose of the organization
• 3. Sees the order as compatible with his or her
  personal interests
• 4. Is mentally and physically able to comply with
  the order
• To increase acceptance of a managers commands
• 1. Manager uses formal channels of communication
• 2. Each member has an assigned formal channel for
  orders
• 3. Line of communication is as direct as possible
• 4. Complete chain of command is used to issue
  orders
• 5. Manager possesses adequate communication
  skills
• 6. Manager uses formal communication lines only
  for organizational business
• 7. Command is authenticated as coming from a
  manager

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Authority

• Types of Authority
• Line and Staff Authority
• LineStaff Relationships
• Roles of Staff Personnel
• 1. The advisory or counseling role
• 2. The service role
• 3. The control role
• Conflict in LineStaff Relationships
• Functional Authority
• Accountability

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Authority
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Authority
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Delegation

• Steps 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

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Delegation
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Delegation

• Centralization 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 organizations customers
  located?
• 3. How homogeneous is the organizations 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?

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Delegation
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Delegation

• Centralization and Decentralization (continued)
• Decentralization at Massey-Ferguson A Classic
  Example
• Guidelines 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

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Delegation

• Centralization and Decentralization (continued)
• Decentralization at Massey-Ferguson A Classic
  Example (continued)
• Management Responsibilities
• 1. Determining enterprises 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

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