INFS 212 Principles of Management
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1 INFS 212 Principles of Management Session 8 Authority Relationships Lecturer: Dr. Emmanuel Adjei Department of Information Studies Contact Information: eadjei@ug.edu.gh College of Education School of Continuing and Distance Education 2014/ /2017
2 Session Overview An organisation needs to be structured in such a manner that human and physical resources are brought to action to achieve goals and objectives. In this connection, authority relationships need to be established so that there is a clear line of authority and cohesiveness among workers. It is equally important to establish who should report to whom, how many levels of managers should be available as well as the number subordinates each manager can properly supervise. Slide 2
3 Session Overview Further, it is important for anyone being given a piece of work to have the necessary authority to be able to carry out that job. Besides, that individuals must be responsible and accountable for the results of that job. In this session, I will discuss reporting relationships among positions and delegation of authority. Slide 3
4 Session Objectives Objectives After completing this section, you should be able to Explain the different reporting relationship i.e. the chain of command and span of control Define and explain the concepts ; authority, responsibility and accountability Explain of delegation of authority and how it takes place in the organisation Explain the differences between line and staff structures Slide 4
5 Session Outline The key topics to be covered in the session are as follows: Topic one: Positions and Authority Relationships Topic two: Delegation of Authority Topic Three: The Delegation Process Slide 5
6 Reading List 1. Robbins, S.P. & DeCenzo D.A. (2008) Fundamentals of Management: Essential concepts and applications, (Sixth Edition), Pearson, Prentice Hall: Upper Saddle River, NJ. (Read Chapter 5, pages ) 2. Chandan JS (2002). Management: Concepts and Strategies. New Delhi, Vikas Publishing House, PVT Ltd (Read Chapters 9 & 10: Pages & ). Slide 6
7 Topic One POSITIONS AND AUTHORITY RELATIONSHIPS Slide 7
8 Authority Relationship Chain of Command This is a clear and distinct line of authority among positions in an organisation. The concept of chain of command is based two underlying principles The Unity of Command The Scalar Principle A related concept is the Span of Management or Control Slide 8
9 Authority Relationship Slide 9
10 Authority Relationship Unity of command Each person within an organisation must have a clear reporting relationship with one and only one boss Slide 10
11 Authority Relationship Scalar Principle There must be a clear and unbroken line of authority that extends from the lowest to the highest position in an organisation Slide 11
12 Authority Relationship Chain of Command Slide 12
13 Authority Relationship Span of Management This refers to the number of subordinates a manager can effectively manage. This defines the span of management or span of control. This varies from one situation to another. There is no magical number Slide 13
14 Authority Relationship Span of Management Tall Span Slide 14
15 Authority of Relationship Span of Management Wide Span Slide 15
16 Authority Relationships Line And Staff Authority Line Authority Managers with line authority are those people in the organisation who are directly responsible for achieving organisational goals. Line authority is represented by the standard chain of command, starting from the board of directors and extending down through various levels in the hierarchy to the point where the basic activities of the organisation are carried out. Line authority is based primarily on legitimate power. Slide 16
17 Authority Relationships Staff Authority Belongs to those individuals or groups in an organisation who provide services and advice to line managers. The concept of staff includes all elements of the organisation that are not classified as line. Staff provides managers with varied types of expert help and advice. Staff authority is based primarily on expert power. Slide 17
18 Authority Relationships Line and Staff Structure Slide 18
19 Topic Two DELEGATION OF AUTHORITY Slide 19
20 Delegation of Authority Delegation Defined The process of allocating tasks to subordinates, giving them adequate authority to carry out those assignments and making them obliged to complete the assignment satisfactorily. Slide 20
21 Elements in the Delegation Process Authority Responsibility Accountability Slide 21
22 Authority Elements of Delegation Authority is one of the glues that holds an organisation together. From organisational viewpoint Authority is the right that a manager has to request or require subordinates to do something to accomplish organisational goals. Slide 22
23 Elements of Delegation Authority and Power Authority is the right to do something. On the other hand, power is the ability to do something Slide 23
24 Types of Authority Elements of Delegation 1. Legal Authority 2. Traditional Authority 3. Charismatic Authority Slide 24
25 Elements of Delegation Types of Power Position Power 1. Legitimate Power 2. Coercive Power 3. Reward Power 4. Reward Power 5. Information Power Slide 25
26 Elements of Delegation Types of Power Personal Power 1. Expert 2. Referent Power Slide 26
27 Responsibility Elements of Delegation Responsibility is closely related to authority and power. Responsibility is the obligation to do something. In organisations, responsibility is the duty that one has to perform his organisational tasks, functions or assignments. Slide 27
28 Elements of Delegation Accountability Accountability refers to the fact that each person who is given authority must recognize that the superior above him will judge the quality of his performance Hicks).Each organisational member is obliged to report to his superior how well he has exercised his responsibility and the use of authority delegated to him Slide 28
29 Topic Three THE DELEGATION PROCESS Slide 29
30 The Delegation Process Delegation of authority involves the following steps: 1. Assignment of duties 2. Granting Authority 3. Creating Responsibility and Accountability Slide 30
31 Some Merits of Delegation Some Advantages of Delegation 1. It frees a manager from time consuming duties 2. Timely decisions by lower level managers 3. Subordinate managers can reach their fullest potential if given the chance 4. Results in quick decisions 5. Serves as training ground for subordinates Slide 31
32 The Delegation Process Problems with Delegation 1. Some managers feel that they need to be in total control over the organisation 2. Some managers lack confidence in their subordinates or fear the consequences of having subordinates make decisions 3. Some subordinates are reluctant to assume an equal amount of responsibility and this inhibits the delegation process in a variety of ways Subordinates are already overworked Slide 32
33 Problems with Delegation They are also reluctant because Subordinates fear criticisms for making a bad decision It s easier to let the boss make the decisions; subordinates usually feel that making decisions is the boss s job Subordinates are lack self-confidence There is a lack of incentive or reward for assuming a greater work Slide 33
34 Summary In this Session you learned about authority and reporting relationships in organisations. You learned that: Chain of command is a clear and distinct line of authority among the positions in an organization Chain of command is based on two underlying management principles namely, the unity of command and the scaler principle. The unity of command suggests that each person within the organization must have a clear reporting relationship to one and only one boss. The scalar principle suggests that there must be clear and unbroken line of authority that extends from the lowest to the highest position in the organization Slide 34
35 Summary con t The span of management or span of control refers to the number of subordinates that a single manager can effectively supervise. Having a narrow span means having a few subordinates to control. This results in tall organizations. Having a wide span means having many subordinates to control. This results in flat organizations. Factors which determine the appropriate span of management include: routineness and simplicity of work, geographic dispersion of subordinates, subordinates training and experience, management by exception, use of assistants Slide 35
36 Sample Questions to be considered 1. Explain the following terms: Authority Responsibility Accountability 2. Explain in detail Line Organisation Line and Staff Organisation 3. What factors will you consider before delegating authority? Slide 36
37 References 1. Robbins, S.P. & DeCenzo D.A. (2008) Fundamentals of Management: Essential concepts and applications, (Sixth Edition), Pearson, Prentice Hall: Upper Saddle River, NJ. (Read Chapter 5, pages ) 2. Chandan JS (2002). Management: Concepts and Strategies. New Delhi, Vikas Publishing House, PVT Ltd (Read Chapters 9 & 10: Pages & ). Slide 37
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