TERM PAPER

AUTHORITY

AND

PERFORMANCE

SUBMITTED TO: SUBMITTED

BY:
Ms. Malika Rani Reg no.
11008469
Roll no. B38
 INDEX

 ACKNOWLEDGEMENT

 Introduction

 Objectives

 Review of Literature

 Methodology

 Result

 Conclusion

 Bibliography & References

 ACKNOWLEDGMENT

First of all I would like to express my thanks to my

guide Miss. Malika (Lecturer) LOVELY PROFESSIONAL
UNIVERSITY for her guidance and cooperation
regarding research and preparation of term paper.
I would also like to extend a heartfelt gratitude
towards my faculty members who supported me
whenever I went in touch.
Last but not least I would like to thank my parents my
family members and my friends. Who helped me a lot
during the course of my term paper without whose
support, completion of this task would have been
impossible.
 (AMIT
RANJAN PANDEY)

INTRODUCTION

Administration is the process of coordinating and facilitating the work of people in

organizations. People, formally and informally organise themselves as members different
organisations in a polity. Each organisation is a battle ground for different interest groups in
the society. This is mainly due to scarcity of resources and limited options available in the
environment. This leads to a situation where people are more concerned about who gets
what, when and how in an organisation; rather than the organisational purpose.

As Pfiffner and Sherwood put it, "here is where the basic values of the
organisation are involved; and here is where the struggle for control, power and authority is
at its lowest." Therefore, it is of paramount importance to study the concepts of authority
and responsibility to understand the administrative dynamics and processes in
organisations. The modem thinking about public officials is that the ultimate control is
internal. It is a feeling of self-responsibility in a person. A study of such factors help the
students of administration to understand the public bureaucracy and its role in a democratic
state.

OBJECTIVES OF THE STUDY

• Effect of authority on performance

in an organization.

• Quality of production in the

organization.
 • Overall performance of the
organisation

REVIEW OF LITERATURE

Acc.to Julie wulf………

Performance incentives vary by decision-making authority of division managers. For
division managers with broader authority, i.e., those designated as corporate officers, both
the sensitivity of pay to global performance measures and the relative importance of global
to local measures are larger, relative to non-officers. There is no difference in sensitivity of
pay to local measures by officer status. These results support theories suggesting
that authority over project selection combined with incentives designed to maximize firm
performance, as well as induce effort for the division, are important in incentive design for
division managers.

.
Acc. to Rhyns Andrew,George Boyne,Jennifer law and Richard M.walker………………….
They tested the separate and joint effects of centralization and organizational
strategy on the performance of 53 UK public service organizations. Centralization is
measured as both the hierarchy of authority and the degree of participation in decision
making, whereas strategy is measured as the extent to which service providers are
prospectors, defenders, and reactors. They found that centralization has no independent
effect on service performance, even when controlling for prior performance, service
expenditure, and external constraints. However, the impact of centralization is contingent
on the strategic orientation of organizations.

Acc. to claudrine Umashev,Roger J. Willett

A study of the implementation of the balanced scorecard in a large local

government authority is reported. Based on interview data, the factors that were perceived
by senior managers to be important to the success or failure of the implementation are
analysed. It is determined that scorecard measures were not effectively cascaded down to
lower levels of the organization. Various inter-related problems of leadership, training,
feedback, employee empowerment and weak incentive schemes combined to cause
communication difficulties which prevented the cascading problem from being effectively
addressed.

Acc. to B.rafael,Barbosa Gomes……………

The implementation of performance management in Brazil has faced several challenges.
Brazilian bureaucracy is yet far from the requirements advocated by the performance
management doctrine, which calls for more focus on results and increased managerial
authority as previously implemented in countries such as Australia, New Zealand and the
United Kingdom. The current system has a low focus on results and low managerial
authority caused by administrative restrictions over human resources. This article analyzes
the outcome of such attempts, and gives a final recommendation on how the country
should implement changes towards real performance management.

Acc. to B.Black ………..

With the development of the modern corporation, corporate boards have been
the locus of corporate authority, and particularly since the 1980s, boards and
their performance have been under intense scrutiny. Nevertheless, corporate
law has not developed a consistent theory for what boards are supposed to do;
instead, it sends mixed messages about the functions and expectations of
boards and the appropriate people to sit on them. The HP saga illustrates some
of the dilemmas faced by directors confronted by these competing pressures.

Acc. to P.Canice,T.H.Robert…………………
Objective measures of employee performance are rarely available. Instead,
firms rely on subjective judgments by supervisors. Subjectivity opens the door
to favoritism, where evaluators act on personal preferences toward
subordinates to favor some employees over others. Firms must balance the
costs of favoritism arbitrary rewards and less productive job assignments
against supervisors' demands for authority over subordinates. He analyzed
the conditions under which favoritism is costly to organizations and the effects
of favoritism on compensation, the optimal extent of authority and the use of
bureaucratic rules.

Acc to Rosendroff peter.B ,Doecs A.John………..

Corruption, resource extraction and waste by policymakers are endemic to any polity, and
are often a source of poor economic performance. Voters in democracies can reduce this
dissipation by revoking the authority of their elected officials at election times, but only if
they have the information necessary to allocate responsibility for poor economic
performance to this corrupt and inefficient leadership. This paper investigates the
incentives of policymakers to provide this information about their actions and behavior, and
investigates the differences in this willingness to be transparent across regime types. Key
to understanding a policymaker's willingness to be transparent is his/her susceptibility to
unfair eviction. If a policymaker can be tossed out of office when aggregate conditions are
poor (which is observed by the voters directly), but waste and corruption have not been
excessive (but these are not directly observed), this policymaker may be unfairly evicted
from office. In order to avoid such a fate, a policymaker may provide more transparency-
enhancing institutional devices to avoid such an outcome.

Acc to b.a.john………
his study investigates whether Code section knowledge, which allows direct
access to relevant , affects tax research programme . This understanding is
important because tax professionals are constantly searching the Code for
relevant authority to resolve their clients' research questions, and because the
Code is the ultimate source of tax authority . The research question is
examined through an experiment that compares the research performance of
experienced tax professionals and inexperienced graduate tax students when
performing either a Code section or a topical search. The results indicate that
experienced subjects are better able than inexperienced subjects to use Code
section knowledge in tax research. In addition, the experienced subjects using
the Code section method retrieved more relevant authority than any other
group of subjects. Taken together, the results provide empirical evidence that
Code section knowledge complements tax professionals' technical knowledge
and improves tax research performance
Acc to B.George…………….

A conceptual framework for evaluating statutory authorities is developed. The

framework, which contains 14 dimensions of Organisational performance , is
then applied to the indicators set for local government from 1993/94 to
2001/02. The results show that the validity and comparability of the indicators
has improved substantially over time. However, a critical weakness that
remains is the absence of indicators that link spending with service outcomes.
Such indicators are essential if judgements about value for money and Best
Value are to be made.

Acc to R.SURI…………………….
Markets work best when the rules of the game are stable, property rights are secure and
contracts are observed. These conditions are promoted by the rule of law in the classical
liberal sense of the supremacy of general laws over public and private authority. Devices
such as mixed government and the separation of powers are believed to be conducive to
the rule of law. However, the degree of formal separation of powers in a constitution does
not always co-relate to rule of law conditions and hence to economic performance. Hence
the speculation that the separation of powers is not a necessary condition to the rule of
law. The paper argues against such a conclusion by developing an account of the
separation of powers that focuses on its methodological thesis in addition to its better
known thesis of the diffusion of power.

Acc to K. David…………
.Using a sample of 140 managers, he investigated the use of various metrics in
determining the periodic assessment, bonus decisions, and career paths of
business performance unit managers. He showed that the weight on accounting
return measures is associated with the authority of these managers, and we
document that both disaggregated measures (expenses and revenues), and
non-financial measures play a greater role as interdependencies between
business units increase. The results suggest separate and distinct roles for
different types of performance measures. Accounting return measures are
used to create the proper incentives for managers with greater accountability ,
while disaggregated and non-financial measures are employed in response to
interdependencies.

Acc to C.Abdur……………..

Only a successful implementation of an overall reform program will enable Russian banks
to provide financial intermediation and assist in the country's development from a nascent
market economy to a mature financial system. The chances for reform are better now than
at any time during the last decade. Favorable political and economic conditions and a
change in attitude among bank management have created an unusual window of
opportunity. The paper analyzes the past performance of the Russian banking industry,
evaluates the reform agenda of the monetary authority , and argues for an overall reform
program in order to seize the available opportunit

Acc to M.u. Erasmus ,I.Mira…………………

This article consolidates and expands on evidence on how National AIDS

Commissions (NACs) in sub-Saharan Africa are measuring up to expectations
that drove their rapid adoption across the continent. While their overall
performance seems reasonably good, most NACs still lack adequate power and
incentive structures to hold line ministries accountable, a key requirement for
co-ordinating activities and mainstreaming HIV-AIDS across the public sector.
Second-generation African NACs urgently need authority and institutional
stature to effectively co-ordinate the channelling of the larger funds now
available through government bureaucracy. The evolution of the epidemic also
imposes requirements different from those when the current NAC architecture
was crafted.

Acc to A.k.Rajesh,S.A.Andrew………….
Empirical research on the principal-agent model has focused almost exclusively
on the incentives provided to chief executive officers. However, the model is
also directly relevant to the incentives provided to other top executives.
Furthermore, the extent to which other executives will be provided with high-
powered incentives to maximize firm profits depends critically on the other
measures of their performance that are observable to the shareholders. Top
managers who have important divisional responsibilities within the firm have
more precise signals of their effort than the overall performance of the firm.
Consequently, the compensation of this group of executives will be less
sensitive to firm performance than will the compensation of top managers with
broad oversight authority. We find robust empirical support for this proposition
using a comprehensive panel dataset of executives at large corporations. We
also show that the aggregate pay performance sensitivity of the top
management team is quite substantial. These findings are consistent with a
principal-agent model in which shareholders optimally utilize multiple signals of
executive effort in determining compensation. Their results suggest that the
principal-agent model is an appropriate characterization of the internal
organization of the firm.

ACC to J.M.Renee…………………

.
The concept of competition between the federal government and the states
was central to the framers' vision of our constitutional structure. In the framers'
view, federal-state regulatory competition ensured an alternative regime to
citizens dissatisfied with the dominant regulator’s performance . Recently, the
dynamics of federalism have shifted power in the securities enforcement field
from the SEC to certain state securities regulators. The states, rather than the
SEC, have led enforcement efforts in the Wall Street analyst conflicts and the
mutual fund trading investigations. This shift in authority has prompted
renewed debate over whether a uniform national system of securities
regulation is preferable to the current dual system. The rising profile of state
officials, and calls from certain quarters to curtail states' enforcement powers,
presents a paradigm through which to assess how a dynamic federalist system
helps to ensure optimal regulatory policies and practices.

Acc to W. JULIE………..

I show that performance incentives vary by decision-making authority of

division managers. For division managers with broader authority , i.e., those
designated as corporate officers, both the sensitivity of pay to "global
performance measures and the relative importance of "global" to "local"
measures are larger, relative to non-officers. There is no difference in
sensitivity of pay to "local" measures by officer status. These results support
theories suggesting that authority over project selection combined with
incentives designed to maximize firm performance , as well as induce effort for
the division, are important in incentive design for division managers. Consistent
with earlier findings, the evidence strongly supports one of the main predictions
of the principal-agent model, that is, a negative tradeoff between risk and
incent

Acc. To A.Philipe,T.Jean………
Real authority is determined by the structure of information, which in turn depends
on the allocation of formal authority. An increase in an agent's
real authority promotes initiative but results in a loss of control for the principal. The
paper analyzes the allocation of formal authority as well as some determinants of
the subordinates' real authority: overload, lenient rules, urgency of decision,
reputation, performance measurement, and multiplicity of superiors. Finally, the
amount of communication in an organization is shown to depend on the allocation
of formal authority.
 Research methodology
The methodology adopted in the study has been organization research which
means study of cultural effect which is prevailing inside and outside the
organization. It consisted collection of secondary data. The study is on the basis of
secondary data. I collected data from external sources during my research.

SECONDARY DATA
Secondary data are data that have been collected for another purpose and where
we will use Statistical Method with the Primary Data. It means that after performing
statistical operations on Primary Data the results become known as Secondary
Data.

Secondary data is information gathered for purposes other than the completion of a
research project. A variety of secondary information sources is available to the
researcher gathering data on an industry, potential product applications and the
market place. Secondary data is also used to gain initial insight into the research
problem.

SOURCES OF SECONDARY DATA

Internal data sources

Internal secondary data is usually an inexpensive information source for the

company conducting research, and is the place to start for existing operations.
Internally generated sales and pricing data can be used as a research source.

External data sources

• Federal government

• Provincial/state governments

• General business publications

• Magazine and newspaper articles

• Academic publications
 • Library sources

• Computerized bibliographies

AUTHORITY: MEANING AND DEFINITION

Authority is the foundation of administration in public life. It is normally exercised in a

formalized structure of hierarchy in an organization. It is the legitimate power to influence
the behaviour of a person or a groups of persons.

According to Max Weber, authority is the willing and unconditional compliance of

people, resting upon their belief that it is legitimate for the superior to impose his will on
them and illegitimate for them to refuse to obey.

Henry Fayol, defined authority as the right to give orders and the power to exact
obedience. Thus, authority is the legitimate right to command or influence others to behave
toward the attainment of specific goals of an administrative system. In the administrative
system, each position has specific rights that job holders acquire from the title of the
position. As Allen puts it, "authority is the sum of the powers and rights entrusted to make
possible the performance of work delegated". However, authority is not just confined to the
commands, rights and instructions of superiors in organizations.

The other equally important side of authority is obedience and acceptance. Chester
Barnard was one of the writers who had recognized the importance of obedience and
acceptance in the organizational process. According to him, "authority is the character of a
communication in a formal organization by virtue of which it is accepted by a contributor
to or member of the organization as governing or determining what he does or is not to do
so far as the organization is concerned." In other words, authority is the legitimate right to
guide a person's behavior in an organization subject to the condition that the person accepts
that right by showing obedience to it.
 AUTHORITY AND POWER

Authority is an inseparable part of rights inherent to a position. These rights are constant,
irrespective of the persons holding the position. In other words, authority is legitimate and
positional. Power is the capacity to influence the decision-making of an authority holder.

Power may be described as the influence to change the behaviour of a person or persons to suit the
power holder's objectives and advantages. Authority is closely related to the, ' concept of power.
Administrative system and various administrative organizations and offices are involved in
exercising their powers in the government. Thus, authority may be defined as the legitimate power
of office holders in administrative organizations. Power not supported by law, constitution and
norms is illegitimate. Illegitimate power is dangerous to the society. The legitimate power or
authority is the servant of the people and it should not
become the master of the people in a democratic society. Legitimate power or authority is to be used
in public interest in a society. To safeguard the people in general from illegitimate power we have
several mechanisms that act as limits and controls.

RESPONSIBILITY
Responsibility is the obligation to carry out certain duties. It has an inseparable relationship with
authority. Without authority it is not possible to take up responsibility.
 An administrator, while giving authority to his subordinates should also make them responsible
for exercising authority judiciously and purposefully. Responsibility is of two kinds, viz., operating
responsibility and ultimate responsibility.

An administrator can delegate operating responsibility to his subordinates but not the ultimate
responsibility.

The ultimate responsibility can never be delegated. The three concepts of authority ,responsibility
and accountability are the integral parts of the process of administration.

Authority is the right to command, responsibility is the duty to carry out the command, and the
accountability is the term used to denote the proper discharge of thc duties in letter and spirit. A
person's responsibility is complete only when the duties are done according to the letter and spirit of
the command. According to traditional administrative theory, there is a distinction between two
forms of authority relationships, viz., line authority and staff authority .
.
 Line authority denotes direct and ultimate responsibility for achieving results.

 Staff authority is a supporting function in helping line authority in its endeavour.

 Line authority can be equated to a superiors' authority, white staff authority can be
equated to that of the staff. Staff authority is advisory in nature.

 One way of differentiating line and staff is by defining its role in the ultimate
responsibility in achieving the result
 PERFORMANCE

Performance t is the systematic process by which an agency involves its employees, as

individuals and members of a group, in improving organizational effectiveness in the
accomplishment of agency mission and goals.
Employee performance management includes:
 PLANNING work and setting expectations,

 Continually monitoring performance,

 Developing the capacity to perform,

Periodically rating performance in a summary fashion, and Rewarding good performance.

EXPLANATION

• 1 )
In an effective organization, work is planned out in advance.
Planning means setting performance expectations and goals for
groups and individuals to channel their efforts toward achieving
organizational objectives. Getting employees involved in the
planning process will help them understand the goals of the
organization, what needs to be done, why it needs to be done,
and how well it should be done.

The regulatory requirements for planning employees'

performance include establishing the elements and standards of
their performance appraisal plans. Performance elements and
standards should be measurable, understandable, verifiable,
 equitable, and achievable. Through critical elements,
employees are held accountable as individuals for work
assignments or responsibilities. Employee performance plans
should be flexible so that they can be adjusted for changing
program objectives and work requirements. When used
effectively, these plans can be beneficial working documents
that are discussed often, and not merely paperwork that is filed
in a drawer and seen only when ratings of record are required.

2): In an effective organization, assignments and projects are

monitored continually. Monitoring well means consistently
measuring performance and providing ongoing feedback to
employees and work groups on their progress toward reaching
their goals.

Regulatory requirements for monitoring performance include

conducting progress reviews with employees where their
performance is compared against their elements and standards.
Ongoing monitoring provides the opportunity to check how well
employees are meeting predetermined standards and to make
changes to unrealistic or problematic standards. And by
monitoring continually, unacceptable performance can be
identified at any time during the appraisal period and assistance
provided to address such performance rather than wait until the
end of the period when summary rating levels are assigned.

3.) In an effective organization, employee developmental needs are

evaluated and addressed. Developing in this instance means
increasing the capacity to perform through training, giving
assignments that introduce new skills or higher levels of
responsibility, improving work processes, or other methods.
Providing employees with training and developmental
opportunities encourages good performance, strengthens job-
related skills and competencies, and helps employees keep up
with changes in the workplace, such as the introduction of new
technology.
 Carrying out the processes of performance management
provides an excellent opportunity to identify developmental
needs. During planning and monitoring of work, deficiencies in
performance become evident and can be addressed. Areas for
improving good performance also stand out, and action can be
taken to help successful employees improve even further.

4). From time to time, organizations find it useful to summarize

employee performance. This can be helpful for looking at and
comparing performance over time or among various employees.
Organizations need to know who their best performers are.

Within the context of formal performance appraisal

requirements, rating means evaluating employee or group
performance against the elements and standards in an
employee's performance plan and assigning a summary rating
of record. The rating of record is assigned according to
procedures included in the organization's appraisal program. It
is based on work performed during an entire appraisal period.
The rating of record has a bearing on various other personnel
actions, such as granting within-grade pay increases and
determining additional retention service credit in a reduction in
force.

In an effective organization, rewards are used well. Rewarding

means recognizing employees, individually and as members of
groups, for their performance and acknowledging their
contributions to the agency's mission. A basic principle of
effective management is that all behavior is controlled by its
consequences. Those consequences can and should be both
formal and informal and both positive and negative.
 Good performance is recognized without waiting for
nominations for formal awards to be solicited. Recognition is an
ongoing, natural part of day-to-day experience. A lot of the
actions that reward good performance — like saying "Thank
you" — don't require a specific regulatory authority.
Nonetheless, awards regulations provide a broad range of
forms that more formal rewards can take, such as cash, time
off, and many nonmonetary items. The regulations also cover a
variety of contributions that can be rewarded, from suggestions
to group accomplishments.

ORGANISATION STRUCTURE

The formal arrangement of jobs within the organization is called

organization structure.one of the structure of this is the matrix structure
is matrix structure which shows the flow of authority in an organization .

Matrix structure

The matrix organization is an attempt to combine the advantages of the

pure functional structure and the product organizational structure. This form is
identically suited for companies, such as construction, that are “project-
driven”. The figure below shows a typical Matrix organization.
 In a matrix organization, each project manager reports directly to the
vice president and the general manager. Since each project represents a
potential profit centre, the power and authority used by the project manager
come directly from the general manager.

Information sharing is mandatory in such an organization, and several

people may be required for the same piece of work. However, in general, the
project manager has the total responsibility and accountability for the success
of the project. The functional departments, on the other hand, have functional
responsibility to maintain technical excellence on the project. Each functional
unit is headed by a department manager whose prime responsibility is to
ensure that a unified technical base is maintained and that all available
information can be exchanged for each project.

The basis for the matrix organization is an endeavor to create synergism

through shared Because key people can be shared, the project cost is
minimized

Conflicts are minimal, and those requiring hierarchical referrals are more
easily resolved
• There is a better balance between time, cost and performance
• Authority and responsibility are shared
 DELEGATION OF AUTHORITY

A 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 DELEGATION
1. Authority - 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..
 2. 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.

3. 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 step

Delegation of authority is the base of superior-subordinate relationship, it involves

following steps:-

1. 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.
2. 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.
3. 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.

DELEGATION PROCESS
 RESULTS

IF a man has been assigned certain duties to be performed,he

must also be given authority necessary for the performance of
such duties.since its clear on the basis of above research that
authority is the right given to an individual to direct and
influence his subordinates.Right or power to produce or use
raw materials ,spend money,to hire and fire people,etc has to
be delegated to individuals .it is a common saying that
authority and responsibility go together .It is obvious that
nobody can perform duties unless he has the requisite
authority .

In addition to it ,he must also be accountable for his

activities performed .
“By accepting an assignment a subordinate ,in fact,gives him
promise to do his best in carrying out his duties.He can be held
accountable for his results .therefore the performance of
subordinate regardind the organizational increases

CONCLUSION
The use of performance management in the best-practice
companies is not because it is a better technique than performance
appraisal, but because it can form one of a number of integrated
approaches to the management of performance .The appeal of
performance management in its fully realized form is that it
pervades every aspect of running the business and helps to give
purpose and meaning to those involved in achieving the
organizational success.

Delegation of authority is empowerment, and that is the main spring

of better work. Your staff will not develop unless they are given tasks
that build their abilities, experience, and confidence. They will perform
best in a structured environment in which every one is aware of
delegated duties and responsibilities and each has the necessary skills
and resources to carry out tasks efficiently. Successful leaders build high
performing and profitable organizations through effective delegation of
authority and purposive use of their knowledge, experience and insight
towards the ultimate goal of business surplus generation.
 BIBLOGRAPHY AND REFERENCES

The Need for Real Performance Management in Brazil

Rafael Benevides Barbosa Gomes (May 16, 2010)

The Story of Hewlett-Packard

Barbara Black
University of Cincinnati - College of Law

University of Cincinnati Law Review, Vol. 77, p. 383, 2009

University of Cincinnati Public Law Research Paper No. 09-38

National AIDS Commissions in Africa: Performance and

Emerging Challenges

Erasmus U. Morah
Joint United Nations Programme on HIV/AIDS (UNAIDS)

Mira Ihalainen
UNAIDS
Development Policy Review, Vol. 27, No. 2, pp. 185-214, March 2009

Challenges to Implementing
Strategic Performance Measurement Systems in Multi-
Objective Organizations: The Case of a Large Local
Government Authority

Claudine Umashev
Queensland University of Technology - School of Accountancy

Roger J. Willett
University of Otago
Abacus, Vol. 44, No. 4, pp. 377-398, December 2008
Authority, Risk, and Performance Incentives: Evidence
from Division Manager Positions Inside Firms
Julie Wulf
Harvard Business School
Journal of Industrial Economics, Vol. 55, No. 1, pp. 169-196, March 2007

Authority, Risk, and Performance Incentives: Evidence

from Division Manager Positions Inside Firms
Julie Wulf
Harvard Business School
January 2006
Journal of Industrial Economics, Forthcoming

The Separations of Powers, the Rule of Law and

Economic Performance

Suri Ratnapala
The University of Queensland - T.C. Beirne School of Law

April 2006

ICER Working Paper No. 4/2006

Analysing Deprivation and Local Authority Performance:

The Implications for CPA
Rhys Andrews
Cardiff University - School of City and Regional Planning
Public Money & Management, Vol. 24, No. 1, pp. 19-26, January 2004
 Banking Reform in Russia: A Window of Opportunity?
Abdur Chowdhury
United Nations - Economic Commission for Europe

August 2003

Concepts and Indicators of Local Authority Performance:

An Evaluation of the Statutory Frameworks in England
and Wales
George Boyne
Cardiff University - Cardiff Business School

Public Money and Management, Vol. 22, pp. 17-24, 2002

The Effect of Code Section Knowledge on Tax

Research Performance
John A. Barrick
Brigham Young University - School of Accountancy
Journal of American Taxation Assoc. (JATA), Vol. 23, No. 2, Fall 2001

Performance Incentives within Firms: the Effect of

Managerial Responsibility
Rajesh K. Aggarwal
University of Minnesota - Twin Cities - Carlson School of Management

Andrew A. Samwick
Dartmouth College - Department of Economics; National Bureau of Economic Research (NBER)

September 1999

Formal and Real Authority in Organizations

Philippe Aghion
Harvard University - Department of Economics; Centre for Economic Policy Research (CEPR);
National Bureau of Economic Research (NBER)

Jean Tirole
University of Toulouse 1 - Industrial Economic Institute (IDEI); University of Toulouse 1 - Groupe de
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Research (CEPR)
JOURNAL OF POLITICAL ECONOMY, Vol 105 No 1, February 1997

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