LINE AND STAFF, DECENTRALISATION

LINE AND STAFF

DEALS WITH THE AUTHORITY
RELATIONSHIPS i.e THE PROBLEMS OF LINE AND STAFF WHAT IS POWER, RESPONSIBILITY AND AUTHORITY? WHAT ARE AUTHORITY RELATIONSHIPS?

AUTHORITY AND POWER

POWER IS THE ABILITY OF INDIVIDUALS OR GROUPS TO INDUCE OR INFLUENCE THE BELIEFS OR ACTIONS OF OTHER PERSONS OR GROUPS POWER: LEGITIMATE EXPERT REFERENT REWARD COERCIVE

1. 2. 3. 4. 5.

AUTHORITY AND POWER

AUTHORITY IN AN ORGANISATION IS
THE POWER IN A POSITION ( AND THROUGH IT THE PERSON OCCUPYING THE POSITION ) TO EXERCISE DISCRETION IN MAKING DECISIONS AFFECTING OTHERS.

IT IS POWER, BUT IN AN
ORGANISATIONAL SETTING

LINE AND STAFF

LINE FUNCTIONS ARE THOSE WHICH HAVE
DIRECT RESPONSIBILITY FOR ACCOMPLISHING THE OBJECTIVES OF THE ENTERPRISE. STAFF REFERS TO THOSE ELEMENTS OF THE ORGANISATION THAT HELP THE LINE TO WORK MOST EFFECTIVELY IN ACCOMPLISHING THE PRIMARY OBJECTIVES OF AN ENTERPRISE.

LINE AND STAFF..

STAFF FUNCTIONS : PURCHASE,
ACCOUNTING, PERSONNEL, & QUALITY CONTROL.

LINE: PRODUCTION, MARKETING &

SALES, FINANCE.

WHY CONFUSION?

LINE AND STAFF

THERE IS A LINE OF AUTHORITY FLOW
FROM SUPERIOR TO SUBORDINATE KNOWN AS THE

SCALAR PRINCIPLE
THE CLEARER THE LINE OF AUTHORITY
FROM THE ULTIMATE AUTHORITY FOR MANAGEMENT IN AN ENTERPRISE TO EVERY SUBORDINATE POSITION , THE MORE EFFECTIVE WILL BE REPONSIBLE DECISION MAKING AND ORGANISED COMMUNICATION.

**

STAFF
STAFF RELATIONSHIP IS ADVISORY.
THE FUNCTION OF PEOPLE IN STAFF
POSITION IS TO INVESTIGATE , RESEARCH AND GIVE ADVICE TO LINE MANAGERS TO WHOM THEY REPORT.

LINE AND STAFF

LINE AND STAFF ARE DISTINGUISHED
BY THEIR AUTHORITY RELATIONSHIPS AND NOT WHAT THEY DO E.g. THE PR DEPT IS PURELY STAFF.. BUT WITHIN THE DEPT THERE WILL BE LINE AND STAFF RELATIONSHIPS

FUNCTIONAL AUTHORITY
IT IS THE POWER WHICH AN
INDIVIDUAL OR DEPARTMENT MAY HAVE DELEGATED TO IT OVER SPECIFIED PROCESSES , PRACTICES, POLICIES , OR OTHER MATTERS RELATING TO ACTIVITIES UNDERTAKEN BY PERSONNEL IN DEPARTMENTS OTHER THAN ITS OWN.

BENEFITS OF STAFF:
1. THEIR ADVICE IS CRITICAL AS THEY
HAVE SPECIALISED KNOWLEDGE IN THEIR AREAS 2. THE ADVICE COULD BE CRITICAL IN SOLVING A PROBLEM

LIMITATIONS OF STAFF:
DANGER OF UNDERMINING LINE
AUTHORITY LACK OF RESPONSIBILITY THINKING IN A VACUUM MANAGERIAL PROBLEMS

MAKING STAFF WORK EFFECTIVELY:

UNDERSTANDING AUTHORITY
RELATIONSHIPS MAKE LINE LISTEN TO STAFF KEEP STAFF INFORMED COMPLETED STAFF WORK - i.e ADVICE NOT CONTROL MANAGERS HAVE RESPONSIBILITY AND ARE ACCOUNTABLE

DECENTRALISATION

DECENTRALISATION..
IT IS THE FUNDAMENTAL ASPECT OF
DELEGATION IT IS MORE OF HOW MUCH OF AUTHORITY IS TO BE DELEGATED RATHER THAN WHAT KIND OF AUTHORITY IS TO BE DELEGATED.

DELEGATION OF AUTHORITY
THE PRIMARY PURPOSE OF
DELEGATION IS TO MAKE ORGANISATION POSSIBLE ENABLES DECISION MAKING EFFECTIVE SUPERVISION

HOW IS AUTHORITY DELEGATED?

1. WHEN DECISION MAKING POWER IS VESTED IN A SUBORDINATE BY A SUPERIOR 2. SUPERIORS CANNOT DELEGATE AUTHORITY WHICH THEY DO NOT HAVE.

PROCESS OF DELEGATION..
THE DETERMINATION OF RESULTS
EXPECTED FROM PERSONS IN A POSITION THE ASSIGNMENT OF TASKS TO PERSONS IN A POSITION THE DELEGATION OF AUTHORITY FOR ACCOMPLISHING THESE TASKS THE HOLDING OF PEOPLE RESPONSIBLE FOR THE ACCOMPLISHMENT OF THESE TASKS.

PRINCIPLES OF DELEGATION:
PRINCIPLE OF DELEGATION BY RESULTS

EXPECTED PRINCIPLE OF FUNCTIONAL DEFINITION SCALAR PRINCIPLE AUTHORITY PRINCIPLE PRINCIPLE OF UNITY OF COMMAND PRINCIPLE OF ABSOLUTENESS OF RESPONSIBILITY PRINCIPLE OF PARITY OF AUTHORITY AND RESPONSIBILITY

GOTO

PRINCIPLE OF DELEGATION BY RESULTS EXPECTED

AUTHORITY DELEGATED TO AN
INDIVIDUAL MANAGER SHOULD BE ADEQUATE TO ENSURE THE ABILITY TO ACCOMPLISH RESULTS EXPECTED. BACK

PRINCIPLE OF FUNCTIONAL DEFINITION

THE MORE A POSITION OR A DEPARTMENT HAS
CLEAR DEFINITIONS OF RESULTS EXPECTED , ACTIVITIES TO BE UNDERTAKEN , ORGANISATIONAL AUTHORITY DELEGATED, AND AUTHORITY AND INFORMATIONAL RELATIONSHIPS WITH OTHER POSITIONS UNDERSTOOD, THE MORE ADEQUATELY THE RESPONSIBLE INDIVIDUALS CAN CONTRIBUTE TOWARDS ACCOMPLISHING ENTERPRISE OBJECTIVES. BACK

AUTHORITY LEVEL PRINCIPLE

MAINTAINANCE OF INTENDED
DELEGATION REQUIRES THAT DECISIONS WITHIN THE AUTHORITY COMPETENCE OF INDIVIDUALS BE MADE BY THEM AND NOT BE REFERRED UPWARD IN THE ORGANISATION STRUCTURE.

**

PRINCIPLE OF UNITY OF COMMAND

THE MORE COMPLETELY AN INDIVIDUAL
HAS A REPORTING RELATIONSHIP TO A SINGLE SUPERIOR , THE LESS THE PROBLEM OF CONFLICT IN INSTRUCTIONS AND THE GREATER THE FEELING OF PERSONAL RESPONSIBILITY FOR RESULTS.

BACK

PRINCIPLE OF ABSOLUTENESS OF RESPONSIBILITY

THE RESPONSIBILITY OF SUBORDINATES
TO THEIR SUPERIORS FOR PERFORMANCE IS ABSOLUTE , ONCE THEY HAVE ACCEPTED AN ASSIGNMENT AND THE POWER TO CARRY IT OUT, AND THE SUPERIORS CANNOT ESCAPE RESPONSIBILITY FOR THE ORGANISATION ACTIVITIES OF THEIR SUBORDINATES.

BACK

PRINCIPLE OF PARITY OF RESPONSIBILITY AND AUTHORITY

THE RESPONSIBILITY FOR ACTIONS
CANNOT BE GREATER THAN THAT IMPLIED BY AUTHORITY DELEGATED NOR SHOULD IT BE LESS.

BACK

THE ART OF DELEGATION

RECEPTIVENESS WILLINGNESS TO LET GO WILLINGNESS TO LET OTHERS MAKE
MISTAKES WILLINGNESS TO TRUST SUBORDINATES WILLINGNESS TO ESTABLISH AND USE BROAD CONTROLS

FACTORS DETERMINING DEGREE OF DECENTRALISATION:

COSTLINESS OF THE DECISION UNIFORMITY OF POLICY HISTORY OF THE ENTERPRISE MANAGEMENT PHILOSOPHY ENVIRONMENTAL INFLUENCES AVAILABILITY OF MANAGERS

RECENTRALISATION
WHAT IS IT? HOW MUCH TO DECENTRALISE?
1. Verifiable objectives 2. Technique of organisation i.e. state each managers duites and responsibilities 3. Character of top leadership 4. Stretch span of management to the maximum 5.Promote managers only when they have good subordinates to take their place

EFFECTIVE ORGANISATION.

SOME MISTAKES IN ORGANISING..

FAILURE TO PLAN PROPERLY FAILURE TO DELEGATE AUTHORITY FAILURE TO BALANCE DELEGATION GRANTING AUTHORITY WITHOUT
RESPONSIBILITY HOLDING PEOPLE RESPONSIBLE WHO DO NOT HAVE AUTHORITY

THE END.