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Line and Staff, Decentralisation
Line and Staff, Decentralisation
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.
WHY CONFUSION?
LINE AND STAFF…
**
STAFF…
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..
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
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
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: