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What are prerequisites for effective delegation of authority?
managers must consider the following before going for delegation of his authority to subordinates: - 1. the person to whom the authority is to be given is well aware of the task he should perform. 2. the person must be trust worthy 3. he must be having relevant experience 4. the superior should not feel the fear of competition 5. the subordinate must concern him before taking the decision to avoid errors or wrong decisions.
Should managers and non managers be appraised from multiple prespectives?
Yes, managers and non-managers should be appraised from the top and the bottom. This will help executive managers get a better idea of how they are performing.
Discuss Henri fayol s administrative theory?
Henri Fayolâ??s administrative theory puts forward several principles to guide administration structure and relationships in organizations. The unity of command principle recommends that subordinates should receive orders from only one superior. The exception principle requires subordinates to handle all routine tasks leaving the superior to address exceptional issues.
How can delegation of authority contribute to effective strategic management?
Delegation of AuthorityA manager alone cannot perform all the tasks assigned to him. In order to meet the targets, the manager should delegate authority. Delegation of Authority means division of authority and powers downwards to the subordinate. Delegation is about entrusting someone else to do parts of your job. Delegation of authority can be defined as subdivision and sub-allocation of powers to the subordinates in order to achieve effective results.Elements of DelegationAuthority - in context of a business organization, authority can be defined as the power and right of a person to use and allocate the resources efficiently, to take decisions and to give orders so as to achieve the organizational objectives. Authority must be well- defined. All people who have the authority should know what is the scope of their authority is and they shouldn't misutilize it. Authority is the right to give commands, orders and get the things done. The top level management has greatest authority. Authority always flows from top to bottom. It explains how a superior gets work done from his subordinate by clearly explaining what is expected of him and how he should go about it. Authority should be accompanied with an equal amount of responsibility. Delegating the authority to someone else doesn't imply escaping from accountability. Accountability still rest with the person having the utmost authority.Responsibility - is the duty of the person to complete the task assigned to him. A person who is given the responsibility should ensure that he accomplishes the tasks assigned to him. If the tasks for which he was held responsible are not completed, then he should not give explanations or excuses. Responsibility without adequate authority leads to discontent and dissatisfaction among the person. Responsibility flows from bottom to top. The middle level and lower level management holds more responsibility. The person held responsible for a job is answerable for it. If he performs the tasks assigned as expected, he is bound for praises. While if he doesn't accomplish tasks assigned as expected, then also he is answerable for that.Accountability - means giving explanations for any variance in the actual performance from the expectations set. Accountability can not be delegated. For example, if 'A' is given a task with sufficient authority, and 'A' delegates this task to B and asks him to ensure that task is done well, responsibility rest with 'B', but accountability still rest with 'A'. The top level management is most accountable. Being accountable means being innovative as the person will think beyond his scope of job. Accountability, in short, means being answerable for the end result. Accountability can't be escaped. It arises from responsibility.For achieving delegation, a manager has to work in a system and has to perform following steps : -Assignment of tasks and dutiesGranting of authorityCreating responsibility and accountabilityDelegation of authority is the base of superior-subordinate relationship, it involves following steps:-Assignment of Duties - The delegator first tries to define the task and duties to the subordinate. He also has to define the result expected from the subordinates. Clarity of duty as well as result expected has to be the first step in delegation.Granting of authority - Subdivision of authority takes place when a superior divides and shares his authority with the subordinate. It is for this reason, every subordinate should be given enough independence to carry the task given to him by his superiors. The managers at all levels delegate authority and power which is attached to their job positions. The subdivision of powers is very important to get effective results.Creating Responsibility and Accountability - The delegation process does not end once powers are granted to the subordinates. They at the same time have to be obligatory towards the duties assigned to them. Responsibility is said to be the factor or obligation of an individual to carry out his duties in best of his ability as per the directions of superior. Responsibility is very important. Therefore, it is that which gives effectiveness to authority. At the same time, responsibility is absolute and cannot be shifted. Accountability, on the others hand, is the obligation of the individual to carry out his duties as per the standards of performance. Therefore, it is said that authority is delegated, responsibility is created and accountability is imposed. Accountability arises out of responsibility and responsibility arises out of authority. Therefore, it becomes important that with every authority position an equal and opposite responsibility should be attached.Therefore every manager,i.e.,the delegator has to follow a system to finish up the delegation process. Equally important is the delegatee's role which means his responsibility and accountability is attached with the authority over to here.Relationship between Authority and ResponsibilityAuthority is the legal right of person or superior to command his subordinates while accountability is the obligation of individual to carry out his duties as per standards of performance Authority flows from the superiors to subordinates,in which orders and instructions are given to subordinates to complete the task. It is only through authority, a manager exercises control. In a way through exercising the control the superior is demanding accountability from subordinates. If the marketing manager directs the sales supervisor for 50 units of sale to be undertaken in a month. If the above standards are not accomplished, it is the marketing manager who will be accountable to the chief executive officer. Therefore, we can say that authority flows from top to bottom and responsibility flows from bottom to top. Accountability is a result of responsibility and responsibility is result of authority. Therefore, for every authority an equal accountability is attached.Differences between Authority and ResponsibilityAuthorityResponsibilityIt is the legal right of a person or a superior to command his subordinates.It is the obligation of subordinate to perform the work assigned to him.Authority is attached to the position of a superior in concern.Responsibility arises out of superior-subordinate relationship in which subordinate agrees to carry out duty given to him.Authority can be delegated by a superior to a subordinateResponsibility cannot be shifted and is absoluteIt flows from top to bottom.It flows from bottom to top.
What are the principles of direction in management?
Following principles in this case are important:(a) Principles of Unity of command. According to this principle, a person in the organisation should get orders and instructions from one superior only and he should be responsible to that superior only. Dual command, that is getting orders from more than one superior, creates conflict, confusion, disorder and instability in h organisation. Direction should follow this principle.(b) Principle of Appropriateness of Direction Technique.There are three direction techniques-authoritarian, consultative, and free-rein. Each technique has its own relative strength. Moreover, each technique can be used in different cases depending upon nature of superior and subordinate and the situational variables. Thus, that particular technique can be used which is the most appropriate at a particular time.(c) Principles of Managerial Communication. In the organisation the success depends upon effective communication between superior and his subordinates. A superior, through downward communication, passes to his subordinates order, ideas about work, etc., and through upward communication from his subordinates, he knows how his subordinates are working. Thus, effective communication both ways makes direction effective.(d) Principles of Comprehension. Direction conveys to subordinates what they have to do, how to do. Thus understanding and comprehending of what has been conveyed by superior is important for subordinates as correct understanding enables them to get clear situation and avoids unnecessary queries and explanation from superior.(e) Principle of Use of Informal Organisation. Formal organisation structure prescribes the official relationships among individuals. Besides, people working together develop certain relationships known as informal group or organisation. Through this informal group, information travels very quickly, thought sometime the information may be wrong. Management should try to understand, spot, and make use of such informal organisation for making direction most effective.(f) Principle of leadership. Leadership is the process of influencing individuals in the organisation for goal achievement. When subordinates function efficiently, organisational goals are achieved. The subordinates are influenced through the exercise of authority and exercise of leadership. However, the former course of action has a serious limitation of affecting the morale of subordinates adversely. Thus mangers need to become leaders so that they can influence the activities of their subordinates without dissatisfying them.
How do consultations between managers and subordinates impact productivity and job satisfaction?
Managers must tread lightly when they are giving feedback because it could be demotivating and lead to counterproductive work. Managers should find out what motivates each employee in order to be successful.
What is exception principle?
The exception principle (also known as management by exception) is closely related to parity principle. The exception principle states that managers should concentrate their efforts on matters that deviate significantly from the normal and let subordinates handle routine matters. The idea here is that managers should concentrate on those matters that require their abilities and not become bogged down with duties that their subordinates should be doing..
What are prerequisites for effective delegation of authority?
managers must consider the following before going for delegation of his authority to subordinates: - 1. the person to whom the authority is to be given is well aware of the task he should perform. 2. the person must be trust worthy 3. he must be having relevant experience 4. the superior should not feel the fear of competition 5. the subordinate must concern him before taking the decision to avoid errors or wrong decisions.
Why should you delegate some of your authority to subordinates?
Delegating authority to subordinates can increase efficiency by empowering them to make decisions, build their skills, and take ownership of their work. It also allows you to focus on higher-level tasks and strategically manage the team's workload.
Should safety and health managers attempt to eliminate all workplace hazards why or why not?
Safety and health managers are not line managers and lack the authority to eliminate any workplace hazards. Their function is to guide, advise, and support line management. It is the line managers who should be trying to eliminate or control every workplace hazard that comes to their attention.
Should a manager invite subordinates to a wedding?
* It is wise not to invite 'some' subordinates' lest you hurt others feelings. If you have close friends that are your subordinates then you can invite them to the wedding.
How can you answer 'what type of relationshipdo you fell should exist between a supervisor and subordinates?
Supervisors and their subordinates should have a relationship that fosters communication. Supervisors should be willing to listen to those who report to them.
How should superiors and subordinates interact?
It depends on the institution how superiors and subordinates should interact with each other. In most situations, it would be good to have a mutual respect.
Briefly describe the general principles of management as laid down by Henry Fayol Is his list exhaustive?
a. Henri Fayol's 14 principles of management i. Division of Labor. The most people specialize, the more efficiently they can perform their work. This principle is epitomized by the modern assembly line. ii. Authority. Managers must give orders so that they can get things done. While their formal authority gives them the right to command, managers will not always compel obedience unless they have personal authority such as relevant expertise as well. iii. Discipline, Members in an organization need to respect the rules and agreements that govern the organization. To Fayol, discipline results from good leadership at all levels of the organization, fair agreements such as provisions for rewarding superior performance, and judiciously enforced penalties for infractions. iv. Unity of Command, Each employee must receive instructions from only one person. Fayol believed that when an employee reported to more than one manager, conflicts in instructions and confusion of authority would result. v. Unity of Direction. Those operations within the organization that have the same objective should be directed by only one manager using one plan. For example, the personnel department in a company should not have two directors, each with a different hiring policy. vi. Subordination of Individual Interest to the Common Good. In any undertaking, the interests of employees should not take precedence over the interests of the organization as a whole. vii. Remuneration. Compensation for work done should be fair to both employees and employers Centralization. Decreasing the role of subordinates in decision making is centralization: increasing their role is decentralization. Fayol believed that managers should retain final responsibility, but should at the same time give their subordinates enough authority to do their jobs properly. The problem is to find the proper degree of centralization in each case. viii. The Hierarchy. The line of authority in an organization often represented today by the neat boxes and lines of the organization chart runs in order of rank from top management to the lowest level of the enterprise. ix. Order. Materials and people should be in the right place at the right time. People, in particular, should be in the jobs or positions they are most suited to. x. Equity. Managers should be both friendly and fair to their subordinates. xi. Stability of Staff. A high employee turnover rate undermines the efficient functioning of an organization. xii. Initiative. Subordinates should be given the freedom to conceive and carry out their plans, even though some mistakes may result.. xiii. Esprit de Corps. Promoting team spirit will give the organization a sense of unity. To Fayol, even small factors should help to develop the spirit. He suggested, for example, the use of verbal communication instead of formal, written communication whenever possible.
Should the president be held accountable for the actions of his subordinates?
Only for direct subordinates at most, such as the vice-president and cabinet secretaries.
What abilities should all leaders possess?
Delegate Authority to Trusted Subordinates! Only when your subordinates' ideas clash or don't seem to be working, step in. Listen to your official advisors. Listen to intelligent people. Listen to 'common people.' Trust your intelligence and experience...Then make decisions! Then, see if your decision needs correcting.
What abilities should skilled leaders possess?
Delegate Authority to Trusted Subordinates! Only when your subordinates' ideas clash or don't seem to be working, step in. Listen to your official advisors. Listen to intelligent people. Listen to 'common people.' Trust your intelligence and experience...Then make decisions! Then, see if your decision needs correcting.
