LINE AND STAFF, DECENTRALISATION - PowerPoint PPT Presentation

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LINE AND STAFF, DECENTRALISATION

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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? – PowerPoint PPT presentation

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Title: LINE AND STAFF, DECENTRALISATION


1
LINE AND STAFF,DECENTRALISATION
2
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?

3
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

4
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

5
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.

6
LINE AND STAFF..
  • STAFF FUNCTIONS PURCHASE, ACCOUNTING,
    PERSONNEL, QUALITY CONTROL.
  • LINE PRODUCTION, MARKETING SALES, FINANCE.
  • WHY CONFUSION?

7
LINE AND STAFF
  • THERE IS A LINE OF AUTHORITY FLOW FROM SUPERIOR
    TO SUBORDINATE KNOWN AS THE

8
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.

9
LINE ..
  • LINE AUTHORITY IS THAT RELATIONSHIP IN WHICH A
    SUPERIOR EXERCISES DIRECT SUPERVISION OVER A
    SUBORDINATE AN AUTHORITY RELATIONSHIP IN
    DIRECT LINE OR STEPS.

10
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.

11
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

12
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.

13
FUNCTIONAL AUTHORITY..
  • DELEGATION
  • EXERCISED BY OPERATIONAL MANAGERS
  • THE AREA OF FUNCTIONAL AUTHORITY
  • UNITY OF COMMAND AND THE FLOW OF FUNCTIONAL
    AUTHORITY
  • CLARIFICATION OF FUNCTIONAL AUTHORITY

14
BENEFITS OF STAFF
  • THEIR ADVICE IS CRITICAL AS THEY HAVE SPECIALISED
    KNOWLEDGE IN THEIR AREAS
  • THE ADVICE COULD BE CRITICAL IN SOLVING A PROBLEM

15
LIMITATIONS OF STAFF
  • DANGER OF UNDERMINING LINE AUTHORITY
  • LACK OF RESPONSIBILITY
  • THINKING IN A VACUUM
  • MANAGERIAL PROBLEMS

16
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

17
DECENTRALISATION
18
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.

19
  • Complete complete
  • Centralisation decentralisation


Authority delegated
Authority not delegated
20
DELEGATION OF AUTHORITY
  • THE PRIMARY PURPOSE OF DELEGATION IS TO MAKE
    ORGANISATION POSSIBLE
  • ENABLES DECISION MAKING
  • EFFECTIVE SUPERVISION

21
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.

22
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.

23
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

24
PRINCIPLE OF DELEGATION BY RESULTS EXPECTED
  • AUTHORITY DELEGATED TO AN INDIVIDUAL MANAGER
    SHOULD BE ADEQUATE TO ENSURE THE ABILITY TO
    ACCOMPLISH RESULTS EXPECTED.
  • BACK

25
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

26
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.

27

28
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

29
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

30
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

31
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

32
FACTORS DETERMINING DEGREE OF DECENTRALISATION
  • COSTLINESS OF THE DECISION
  • UNIFORMITY OF POLICY
  • HISTORY OF THE ENTERPRISE
  • MANAGEMENT PHILOSOPHY
  • ENVIRONMENTAL INFLUENCES
  • AVAILABILITY OF MANAGERS

33
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

34
EFFECTIVE ORGANISATION.
35
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

36
THE END.
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