Unit 9: Delegation, Authority and Power

Reasons for reluctance to delegate:

a. Better performance b. No trust c. Subordinate may get credit d. Continuous guidance difficult e. Who will face the music

Reasons for reluctance to accept delegation

a.. Easy to ask b. Fear of criticism c. Lack of information resources d. Too heavy e. Lack of self-confidence

External authority

authority coming from sources outside the organisation. An organisation operates legitimately because it is part of the government, operating in accordance with the laws passed by the Parliament, which, in turn, is elected by people, who are the ultimate source of all authority.

Legitimate Power

comes from the authority of a manager's rate and position in the chain of command.

Legal-rational authority

empowered by a formalistic belief in the content of the law (legal) or natural law (rationality). Obedience is not given to a specific individual leader - whether traditional or charismatic - but a set of uniform principles.

Technical Authority

entrusted upon a person to establish, monitor and approve technical products and policy. Technical authority increases the responsibility and sets accountability.

Charismatic authority

found in a leader whose mission and vision inspire others. It is based upon the perceived extraordinary characteristics of an individual.

Traditional authority

legitimated by the sanctity of tradition. The ability and right to rule is passed down, often through heredity. It does not change overtime, does not facilitate social change, tends to be irrational and inconsistent, and perpetuates the status quo.

Distinction between Authority and Power according to Jackson and Carter,

power is about getting someone to do something irrespective of their desire to do it or the extent of their resistance to doing it, while authority rest on assumptions that the person is willing to obey, and accepts the right of the person doing the ordering to expect compliance.

Referent Power

power than derives from your subordinates' identification or association with you. You have this power by simply being "the chief." People identify with the ideals you stand for. The chief has a pre-established image.

Expert Power

power that comes from your knowledge in a specific area through which you influence others.

Informational Power

power that depends on your giving or withholding of information or having knowledge that others do not have

Coercive Power

results from the expectation of a negative reward if a manager's wishes are not obeyed.

reward power

stems from a manager's use of positive and negative rewards to influence subordinates. Positive rewards range from a smile or kind word to recommendations for awards. Negative rewards range from corrective-type counseling

Power

the potential ability to influence the behaviour of others.

Authority

the right to take action, utilise organisational resources and exact obedience from subordinates

Features of Delegation

1. A co-operative relationship: 2, Act of mutual reliance: 3. Freedom of thought and action. 4. A courageous act:. 5. Forward-thinking principle

Features of Legitimate Power

1. Although legitimate power increases with added responsibilities, one can decrease that power if one fails to meet all of your responsibilities. 2. Also, when a subordinate wishes to assume some of your responsibilities, formally delegate those responsibilities to the subordinate. That makes the subordinate accountable to you. You then increase the subordinate's power while retaining your power.

important features of Authority

1. Authority enables a position holder to regulate the behaviour of his subordinates in a legitimate manner 2. Authority allows the position holder to make and enforce decisions. He can obtain information, use resources and put people on various tasks and get results through them. 3. Authority gives the right to order and the power to exact obedience. 4. Authority represents the relationship between the senior and the sub ordinate

advantages of authority

1. Authority fits with a superior's needs. 2. Work is processed in an orderly and consistent manner, throughout the organisation. 3. Authority might bring out discipline among people working at various levels. 4. Authority might be used to get things done quickly, especially when work is not progressing as per expectations.

disadvantages of authority

1. Authority implies resistance if not exercised properly. 2. Authority may not be used in a right way. It might be used to suit personal needs. 3. Authority alone may not get results. Much depends on the competence of the person exercising authority. 4. Indiscriminate use of authority might prove to be disastrous for the entire organisation. 5. When authority is used as a 'whip', people tend to ignore/discount/depreciate the person using the same.

Features of Coercive Power

1. Coercive power works, but is not the preferred method of leading subordinates. 2. It works best if used when all else fails and you feel sure you can carry through with a threat.

Features of reward power

1. Frequent use of positive rewards will amplify the effect of a negative reward. 2. One must give positive rewards freely, but should use restraint in giving negative rewards. 3. If a manager uses negative rewards frequently, subordinates begin to expect a negative reward. Their expectation of a negative reward will lessen your power

Delegation is necessary because:

1. Managers have limited workload capacity. 2. Managers need to be free for higher-level tasks. 3. Delegation can enhance employee satisfaction, flexibility, responsiveness to customers.

Principles of Delegation

1. Principle of result excepted: 2. Principle of parity of authority and responsibility: 3. Principle of absolute responsibility: 4. Principle of authority level:

The process of delegation

1. Specify task object, constraints, targets and standards: check understanding. 2. Formally assign responsibilities, specifying scope and area of authority: gain agreement. 3. Allocate necessary resources (including help when requested): then back off! 4. Maintain supportive contact: review and feedback according to agreed schedule.

Advantages of Delegation

1. The one delegating reduces his workload and can focus his efforts and energy into something that needs his/her skills more. 2. The manager delegating is giving himself more time to analyze business trends, anticipate issues, plan and be in tuned with the vision of the company. 3. the more tasks managers are able to delegate, the more opportunities they have to seek and accept increased responsibilities from higher level managers. 4. delegation causes employees to accept accountability and exercise judgment. 5. improves employee self confidence and willingness to take initiative. 6. it frequently leads to better decisions, because employees closest to 'where the action' is are likely to have a clearer view of the facts. 7. speeds up decision making. Valuable time can be lost when employee must check with their managers (who then may have to check with their managers) before making a decision.

Types of Authority

1. Traditional authority: 2. Charismatic authority: 3. Legal-rational authority: 4. Technical Authority: 5. External Authority:

Considerations when employing Informational Power

1. Use informational power when giving orders to subordinates. 2. Give orders in such a manner that your subordinates presume the order originated at your level. 3. When forced to comply with orders you do not agree with, don't introduce the order by saying "The senior management said..." and present the order in a manner that leaves no doubt you initiated it. 4. Rely on your own resources to stay fully informed instead of depending on others. 5 Subordinates may present unreliable information in a manner that makes it appear to be true. 6. Superiors may become so involved with projects they forget to keep you informed of tasks being assigned or upcoming inspections. Information is power. Stay informed!

Issues regarding Delegation

1. What to delegate and what not to delegate: By virtue of his position in the hierarchy, 2. To whom should authority be delegated: 3. Reluctance to delegate: 4.. Reluctance to accept delegation

Considerations when employing Referent Power

1. You can enhance that image by exhibiting charisma, courage, and charm. 2, An improved image increases your referent power. 3, Always be aware of how others will perceive your actions. 4. A negative image in the eyes of others will lessen your power and render you ineffective. Maintain a positive image!

Features of Expert Power

1. You have expert power because your subordinates regard you as an expert in your rating. 2. Subordinates may also have this type of power. 3. When you combine expert power with other types of power, you will find it an effective tool in influencing others. However, when you use it by itself, you will find it ineffective.

a manager's influence over subordinates will become stronger when...

1. subordinates believe he uses power to accomplish the organisational goals. 2. managers share power through delegation of authority.

types of power

2. reward. 2. coercive. 3. legitimate. 4. informational. 5. referent. 6. expert

Principle of parity of authority and responsibility:

According to this principle, the manager should keep a balance between authority and responsibility. Both of them should go hand in hand.

Power according to Robbins

Power also represents one's dependency. The greater B's dependence on A, the greater is A's power in the relationship. A person can have power over you only if he controls something you desire. Power can not be exercised by all people all times.

Principle of result excepted:

Suggests that every manager before delegating the powers to the subordinate should be able to clearly define the goals as well as results expected from them.

Effective delegation permits managers to

Tackle higher-priority duties while helping to train and develop lower-level managers

Delegation

The managerial process through with authority flows down the The process by which the manager assigns a portion of his total workload to others. A process whereby a superior passes to a subordinate part of his or her own authority to make decisions

Principle of authority level

This principle suggests that a manager should exercise his authority within the jurisdiction/framework given.

Principle of absolute responsibility:

This says that the authority can be delegated but responsibility cannot be delegated by managers to his subordinates which cans responsibility is fixed.

Distinction between Authority and Powe

Thus power is the ability to affect change while authority is the right to make any given decision