LINE AND STAFF, DECENTRALISATION

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LINE AND STAFF,DECENTRALISATION
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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?

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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
• LEGITIMATE
• EXPERT
• REFERENT
• REWARD
• COERCIVE

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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

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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.

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LINE AND STAFF..

• STAFF FUNCTIONS PURCHASE, ACCOUNTING,
  PERSONNEL, QUALITY CONTROL.
• LINE PRODUCTION, MARKETING SALES, FINANCE.
• WHY CONFUSION?

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LINE AND STAFF

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

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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.

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LINE ..

• LINE AUTHORITY IS THAT RELATIONSHIP IN WHICH A
  SUPERIOR EXERCISES DIRECT SUPERVISION OVER A
  SUBORDINATE AN AUTHORITY RELATIONSHIP IN
  DIRECT LINE OR STEPS.

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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.

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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

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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.

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FUNCTIONAL AUTHORITY..

• DELEGATION
• EXERCISED BY OPERATIONAL MANAGERS
• THE AREA OF FUNCTIONAL AUTHORITY
• UNITY OF COMMAND AND THE FLOW OF FUNCTIONAL
  AUTHORITY
• CLARIFICATION OF FUNCTIONAL AUTHORITY

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BENEFITS OF STAFF

• THEIR ADVICE IS CRITICAL AS THEY HAVE SPECIALISED
  KNOWLEDGE IN THEIR AREAS
• THE ADVICE COULD BE CRITICAL IN SOLVING A PROBLEM

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LIMITATIONS OF STAFF

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

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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

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DECENTRALISATION
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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.

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• Complete complete
• Centralisation decentralisation
• 
  

Authority delegated
Authority not delegated
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DELEGATION OF AUTHORITY

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

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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.

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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.

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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

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PRINCIPLE OF DELEGATION BY RESULTS EXPECTED

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

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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

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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.

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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

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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

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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

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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

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FACTORS DETERMINING DEGREE OF DECENTRALISATION

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

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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

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EFFECTIVE ORGANISATION.
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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

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THE END.