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?
WHAT ARE AUTHORITY
RELATIONSHIPS?
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:
1. LEGITIMATE
2. EXPERT
3. REFERENT
4. REWARD
5. COERCIVE

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
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.
LINE AND STAFF..
STAFF FUNCTIONS : PURCHASE,
ACCOUNTING, PERSONNEL, &
QUALITY CONTROL.

LINE: PRODUCTION, MARKETING &
SALES, FINANCE.

WHY CONFUSION?
LINE AND STAFF


THERE IS A LINE OF AUTHORITY FLOW
FROM SUPERIOR TO SUBORDINATE
KNOWN AS THE




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.

**

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.
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
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.
BENEFITS OF STAFF:
1. THEIR ADVICE IS CRITICAL AS THEY
HAVE SPECIALISED KNOWLEDGE IN
THEIR AREAS
2. THE ADVICE COULD BE CRITICAL IN
SOLVING A PROBLEM

LIMITATIONS OF STAFF:

DANGER OF UNDERMINING LINE
AUTHORITY
LACK OF RESPONSIBILITY
THINKING IN A VACUUM
MANAGERIAL PROBLEMS
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
DECENTRALISATION

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.
DELEGATION OF AUTHORITY

THE PRIMARY PURPOSE OF
DELEGATION IS TO MAKE
ORGANISATION POSSIBLE
ENABLES DECISION MAKING
EFFECTIVE SUPERVISION
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.


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.
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
PRINCIPLE OF DELEGATION BY
RESULTS EXPECTED


AUTHORITY DELEGATED TO AN
INDIVIDUAL MANAGER SHOULD BE
ADEQUATE TO ENSURE THE ABILITY
TO ACCOMPLISH RESULTS
EXPECTED.

BACK
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
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.
**
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
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
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
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

FACTORS DETERMINING
DEGREE OF
DECENTRALISATION:

COSTLINESS OF THE DECISION
UNIFORMITY OF POLICY
HISTORY OF THE ENTERPRISE
MANAGEMENT PHILOSOPHY
ENVIRONMENTAL INFLUENCES
AVAILABILITY OF MANAGERS


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




EFFECTIVE ORGANISATION.


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


THE END.