Category: Management

Factors which affects the delegation of authority can be discussed under the head of delegation delegated and organisation factors: Factors in Delegator (Superior): The qualities of superior managers play an important part in determining the kind of functional and social equilibrium that will be achieved in the superior subordinate relationships and consequently the delegation of authority. Image Source: i.ytimg.com ADVERTISEMENTS: A Superior Manager is likely to delegate less authority in the following situations: Maintenance of Tight Control: A manager does not delegate authority because he wants to maintain tight control over the operations assigned to him. He likes to be the busy and security created by work piled high on his desk.Doing tangible work is a pleasurable activity, whereas spending one’s time, thinking, planning and other less tangible is a…

The degree of delegation of authority is also determined by the qualities of subordinates. While superior perception about the qualities of subordinates plays an important role in delegation of authority, subordinates themselves affect the degree of delegation of authority. Image Source: 2012books.lardbucket.orgThey affect the delegation in several ways. First, some subordinates have more capability to assume more responsibility. Since responsibility and authority go together, competent subordinates may get more authority. Second, the delegation of authority is formal and institutional but its exercise is personal. ADVERTISEMENTS: Thus competent subordinate may assume and exercise more authority than others although working within the context of same set of delegation.In the following situations, however, subordinates are expected to exercise less authority:1. When they lack self-confidence;2. When they lack resources; ADVERTISEMENTS: 3. When they have…

Co-ordination to be effective has to be concerned with policy, programme as well as personalities. And its achievements may require as Dr. White has said, “the most delicate insights, the most mature wisdom, and perception of a truly artistic quality”. Image Source: ccs.fau.eduIt has to depend not only on formal media but also on informal ones. In fact, the informal means are often more effective than the formal. Among the formal means of co-ordination the more important are: Planning: ADVERTISEMENTS: In large scale operations, planning of the programmes, personnel and operations before hand is very important. It is said of Napoleon that before winning his battles on the battle field he used to win them on a piece of paper in his drawing-room.A well-chalked-out plan will predetermine the places of…

Following are the merits and Demerits of line and staff organisation: Merits: (a) The work of the line officers is considerably reduced with the help of staff officers. Technical problems and specialised matters are undertaken by the staff, and the routine administrative matters are the concern of line officers. Image Source: upload.wikimedia.org ADVERTISEMENTS: (b) As the work under this type of organisation is carried out by experts, they constantly undertake the research and experimentation for the improvement of product. New and economical means of production are developed with the help of research and experimentation.(c) It has been observed that staff services have proved an excellent training medium for line officers.(d) There is a greater scope of growth and expansion of the enterprise as assistance and advice of staff specialists is…

Measures for effective delegation are given below:Effective delegation denotes distribution of authority at various points of the organisation so that managers can take actions according to their responsibility. Responsibility for adequate delegation of authority lies mostly with superiors, particularly with top management. Following are some measures which will help in making delegation more effective. Image Source: i.ytimg.com Making the Potential Delegator Feel Secure: Typically the non-delegator is a hard worker, fully competent, but he may feel insecure in his job. This is partially the reason why he surrounds himself with less competent people or in any event those who lack the courage to challenge him. ADVERTISEMENTS: He wants to continue as the unchallenged superior and to be looked upon as a necessary man in the organisation team. Therefore, there is…

Limitations of authority are given below:In an organisation, the quantum of authority decreases at successively town levels, it is maximum at the highest level and minimum at the lowest. The authority is not-absolute. The authority enjoyed by an organisation exercised subject to various social, legal, political and economic factors. Similarly, the use of authority by a superior over his subordinates is restricted by various factors. These factors are: Image Source: 3.bp.blogspot.com ADVERTISEMENTS: 1. The authority is exercised with regard to mores and folk ways of the group concerned. The use of authority generates different reactions from various groups. The authority must be exercised keeping in view the group’s fundamental social’ belief, codes, creeds and habits otherwise the effective exercise of authority is limited.2. There are biological limits on authority. Human…

Principals of delegation subordinate are given below:Delegation should be based on results expected from a position in the organisation. Since authority is intended to achieve certain outcomes in the organisation, it should be adequate to achieve those outcomes. Image Source: power2transform.com ADVERTISEMENTS: A manager is expected to perform better if he knows what he has to contribute and he has commensurate authority for that. Delegation by results expected implies that planning exercise has been taken and goals for each position has been set, communicated and properly understood by those who are responsible for achieving these goals.Often managers fail to delegate adequately because either they have very vague idea about the contributions of their subordinates or they just do not bother to determine whether the subordinates have authority to do the…

Traditional approaches to motivation were based on Scientific Management Approach and Human Relations Approach. Image Source: yourarticlelibrary.com Scientific Management Approach: This approach was introduction and popularised by Frederic W. Taylor. He was one of the first persons to study time and motion systematically in order to calculate the most efficient and simplified means of production. Taylor considered that the ideal worker was a rational economically oriented individual who was motivated almost wholly by monetary incentives. ADVERTISEMENTS: It follows that if the workers are motivated by money, we should increase their wages and the production will be higher. The workers will, thus get motivated. But we have seen the limitations of these theory ourselves. Even with the increase of wages and pay scales we have not been able to motivate our…

Following are the qualities of a supervisor: Leadership Qualities: Actually, supervisor is a leader of the work-force working under him. He leads a group of personnel who look, to him for guidance, direction, and control. Image Source: angeronmymind.files.wordpress.com ADVERTISEMENTS: A supervisor, therefore, should possess all the qualities of leadership to have a rhythm of supervision and to lead the organisation in the desired direction. A loyal and disciplined, work force can be maintained only when supervisor leads them properly. Managerial Skill: Being a part of the management chain he must possess the managerial skill. He must know the managerial functions so that he may get the work done in a term spirit to get the maximum co-operation of the subordinates. He must command respect and unquestioned loyalty. For all this…

Frederick Herzberg’s Two Factor Theory are given below:Herzberg in an initial research project interviewed employees of an industrial organisation in order to find what they did not like. Image Source: a880c9.medialib.glogster.com ADVERTISEMENTS: He found that employees associated bad times on the job with one set of factors and good successful working experiences with a totally different set. Herzberg described the former factors as dissatisfies and the latter as motivators. He has called the dissatisfies as hygiene factor.Dissatisfies included such matters as pay, allowance, organisational policy and administration, behaviour of supervisors and working conditions. Traditionally, above factors were believed as motivators.Herzberg envisaged that these factors simply prevented dissatisfaction and not led to satisfaction. High motivation did not result from their improvement but dissatisfaction did result from their deterioration.Motivators included such factors…