BMGT EXAM 2: Chapter 9: Responsibility, Authority, and Delegation

job description

a summarized formal statement, that has a list of specific activities that must be performed by whoever holds the position

functional similarity method

according to many management theorists, the most basic method of dividing job activities

a person who accepts a job

agrees to carry out a series of duties or activities or to see that someone else carries them out

responsible managers

are a prerequisite for management system success, if they perform the activities they are obligated to perform

advantages of delegation

are to enhance employee confidence, improved subordinate involvement and interest, more free time for the supervisor to accomplish tasks, and, ad the org gets larger, assistance from subordinates in completing tasks the manager simply doesn't have time for

Barnard's definition of authority

as the character of communication by which order is accepted by an individual as governing the actions that individual tasks within the system

3. how homogeneous is the org's product line?

as the product line becomes more heterogeneous, or diversified, the appropriateness of decentralization increases

1st step in the delegation process

assigning specific duties to the individual

disadvantages of delegation

such as the possibility that the manager will lose track of the progress of a delegated task

3rd guide to supplement the functional method

suggests that management should avoid creating job activities to accomplish tasks that do not enhance goal attainment

1st guide to supplement the functional method

suggests that overlapping responsibilities should be avoided when making job activity decisions

2nd guide to supplement the functional method

suggests that responsibility gaps should be avoided

concept of accountability implies

that if an individual does not perform predetermined activities, some type of penalty, or punishment is justifiable; also, that some kind of reward will follow if predetermined activities are performed well

delegation as a frame of mind

that includes both what a supervisor days to subordinates and how the supervisor acts towards them

general responsibility

the individual who guides and directs the execution of the function through the person accepting operating responsibility

operating responsibility

the individual who is directly responsible for the execution of the function

specific responsibility

the individual who is responsible for executing a specific or limited portion of the function

MAY be consulted

the individual who may be called on to relate info, render advice, or make recommendations before the action is taken

must approve

the individual who must approve or disapprove the decision

must be notified

the individual who must be notified of any action that had been taken

MUST be consulted

the individual whose area is affected by a decision and who must be called on to render advice or relate info before any decision is madder approval is granted

1. what is the present size of the org?

the larger the org, the greater the likelihood that decentralization will be advantageous

4. where are organizational suppliers?

the location of raw materials needs to manufacture the org's products is important and time lost and high transportation costs associated with shipping raw materials over great distances from supplier to manufacturer could signal the need to decentralize certain functions

2. where are the org's customers located?

the more physically separated the org's customers are, the viable significant amount of decentralization is; decentralization places appropriate management resources close to customers and thereby makes quick customer service possible

line authority

the most fundamental authority within an org, reflects existing superior-subordinate relationships; it consists of the right to make decisions

authority increases

the probability that a specific command will be obeyed

authority will be accepted if the individual:

1. can understand the order being communicated 2. believes the order is consistent with the purpose of the org 3. sees the order as complete with his/her personal interests 4. is mentally and physically able to comply with the order

four steps to divide job activities

1. examine objectives 2. designate activités necessary to reach objectives 3. design jobs by grouping similar activities 4. make individuals responsible for performing jobs

behavior with upper management

1. accept criticism for mistakes and buffer their groups from excessive criticism 2. ensure that their groups meet management expectations and objectives

personal attitudes and values

1. identify with the group 2. put organizational goals ahead of personal desires or activities 3. perform tasks that offer no immediate reward but help subordinates, the company, or both 4. conserve corporate resources as if the resources were their own

behavior with other groups

1. make sure that any gaps between their areas and those of other managers are securely filled

what can managers do to eliminate obstacles of the delegation process?

1. must continually strive to uncover any obstacles to delegation 2. should approach taking action to eliminate these obstacles with the understanding that they may be deeply ingrained and therefore might require much time and effort to overcome

3 obstacles to the delegation process

1. obstacles related to the supervisor 2. obstacles related to the subordinates 3. obstacles related to the orgs

4 outcomes when two employees are uncertain the responsibility of a task

1. one may perform the job, the other may forget or choose not to = poor quality control 2. both perform, duplicated effort = dampens employee morale, decrement in product quality 3. neither performs job 4. spend time decided who does what

attitude toward and conduct with subordinates

1. take complete charge of their work groups 2. pass praise and credit along to subordinates 3. stay close to problems and activities 4. take actions to maintain productivity and are willing to terminate poor performers if necessary

subordinates mat be reluctant to accept delegated authority

because they are afraid of failing, lack of self-confidence, or feel the supervisor doesn't have confidence in them, supervisor will be unavailable for guidance when needed and the reluctant to exercise authority that may complicate congenial working relationships

unclear job descriptions

can confuse employees and may cause them to lose interest in their jobs

clear job descriptions

can help employees to become successful by focusing their efforts on the issues that are important for their position

when properly designed, job descriptions

communicate job content to employees, establish performance levels that employees must maintain, and act as guides that employees should follow to help the org reach its objectives

staff authority

consists of the right to advise those who possess line authority as well as other staff personnel; enables those responsible for improving the effectiveness on line personnel to perform their required tasks

functional authority

consists of the right to give orders within a segment go the org in which this right is normally nonexistent; generally covers only specific task areas and is operational only for designated amounts of time

complementing centralization

decentralization is not necessarily an either/or decision and uses the strengths of both centralization and decentralization to its advantage

sound organizing strategy

delineates specific job activities for every individual in the org

purpose of clarifying job activities

eliminate overlaps or gaps in perceived management responsibilities and to ensure that managers are performing only those activities that lead to the attainment of management system objectives

responsibility gaps

exist when certain tasks are not included in the responsibility area of any individual org member; nobody within the org is obligated to perform certain necessary activities

management responsibility guide

helps management to describe the various responsibility relationships that exist in the organization and to summarize how the responsibilities of various managers relate to one another

5. are quick decisions needed in the org?

if a speedy decision making is essential, a considerable amount of decentralization is probably in order

6. is creativity a desirable feature of the org?

if creativity is desirable, then some decentralization is advisable, for decentralization allows delegates the freedom to find better ways of doing things

staff personnel can often avert line- staff conflicts

if they strive to emphasize the objectives of the org as a whole, encourage and educate line personnel in the appropriate use of staff personnel, obtain any necessary skills they do not already posses, and deal intelligently with resistance to change rather than view it as an immovable barrier

centralization

implies that a minimal number of job activities and a minimal amount of authority have been delegated to subordinates by management

building subordinate confidence

in the use of delegated authority, minimizing the impact of delegated authority on established working relationships, and helping delegatees cope with problems whenever necessary

functional authority is usually assigned to

individuals to complement the line or staff authority they already posses

3rd step in the delegation process

involves creating the obligation for the subordinate to perform the duties assigned; the subordinate must be aware of his/her responsibility to complete the duties assigned and must accept that responsibility

2nd step in the delegation process

involves granting the appropriate authority to the subordinate, that is, the subordinate must be given the right and power within the org to accomplish duties assigned

delegation

is the actual process of assigning job activities and corresponding authority to specific individuals within the org

size

is the most significant factor in determining whether an org will have staff personnel

job activities are delegated by

management to enhance the accomplishment of management system objectives

line authority pertains to

matters directly involving management system production, sales, and finance, and as a result, the attainment of objectives

clarifying the job activities

more important than dividing because managers affect large portions of resources within the management system

responsibility

most fundamental method of channeling the activities within an org

overlapping responsibility

refers to a situation in which more than one individual is responsible for completing any one activity

accountability

refers to the management philosophy whereby individuals are help liable, or accountable, for how well they use their authority and live up to their responsibility of performing predetermined activities

decentralization

refers to the situation in which a significant number of job activities and a maximum amount of authority are delegated to subordinates

control role

staff personnel help establish a mechanism for evaluating the effectiveness of organizational plans

service role

staff personnel provide services that can more efficiently and effectively be provided by a single centralized staff group than by many individuals scattered throughout the org

conflict in line-staff relationships

staff personnel tend to assume line authority, do not give sound advice, steal credit for success, fail to keep line personnel informed of their activities, and do not see the whole picture

advisory or counseling role

staff personnel uses their professional expertise to solve organizational problems

authority

the right to perform or command; it allows its holder to act in certain designated ways and to directly influence the actions of others through orders, and it allows its holder to allocate the org's resources to achieve organizational objectives

the absence of clear, goal-related, non overlapping responsibilities

undermines organizational efficiency and effectiveness