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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

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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

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ResponsibilityResponsibilityResponsibilityResponsibility

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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

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ResponsibilityResponsibilityResponsibilityResponsibility

12-7

ResponsibilityResponsibilityResponsibilityResponsibility

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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

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AuthorityAuthorityAuthorityAuthorityTypes of Authority

Line and Staff Authority

Line–Staff Relationships

Roles of Staff Personnel

1. The advisory or counseling role

2. The service role

3. The control role

Conflict in Line–Staff Relationships

Functional Authority

Accountability

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AuthorityAuthorityAuthorityAuthority

12-11

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

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DelegationDelegationDelegationDelegation

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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?

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DelegationDelegationDelegationDelegation

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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

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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