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Lecture Learning management systems - Lecture 9

Lecture 9 - Responsibility, authority, and delegation. In this chapter students will be able to: An understanding of responsibility and its relationship with job description, information on how to divide job activities of individuals working within an organization, an understanding of the benefits of clarifying the job activities of managers. | CSC350: Learning Management Systems COMSATS Institute of Information Technology (Virtual Campus) Lecture # 9 Responsibility, Authority, and Delegation 2 An understanding of the organizing function Benefits and costs of bureaucracy Advantages and disadvantages of division of labor Complexities of determining appropriate organizational structure Advantages and disadvantages of departmentalization Review of the Previous Lecture Responsibility and its relationship with job description Dividing job activities of individuals Benefits of clarifying the job activities Importance of authority within an organization How to delegate Advantages and disadvantages of centralization and decentralization Topics of Discussion Responsibility Obligation to perform assigned activities Source of responsibility lies within the individual Managers remain responsible for tasks even if they have delegated them to another employee Job Description Summary of individual’s job activities Communicates job content and performance expectations to employees RESPONSIBILITY AND JOB DESCRIPTIONS Functional Similarity Method Most basic method of dividing job activities Four steps: Examine management system objectives Designate appropriate activities that must be performed Design specific jobs by grouping similar activities Make specific individuals responsible for performing the jobs DIVIDING JOB ACTIVITIES Functional Similarity Method Management should avoid creating jobs that do not enhance goal attainment Job responsibilities should be assigned with clear, goal-related, nonoverlapping responsibilities Functional Similarity Method and Responsibility Management Responsibility Guide Helps management describe responsibility relationships in the organization Responsible Managers Managers are deemed responsible when they perform activities they are obligated to perform CLARIFYING JOB ACTIVITIES OF MANAGERS Responsibility Relationships Dimensions of Responsible Management Behavior Right to perform or command Increases probability specific commands will be obeyed Does not always lead to obedience AUTHORITY Line Authority Superior-Subordinate relationships Staff Authority Advise-Assist those who possess line authority Functional Authority Assigned to a segment that normally does not have authority Types of Authority Line-Staff Relationships Line-Staff-Functional Authority Employee’s liability to perform Nonperformance results in punishment Performance results in some kind of reward Accountability Assigning job activities and corresponding authority to specific individuals Step 1 - Assign specific duties to individual Step 2 - Grant authority to individual Step 3 - Create obligation DELEGATION Effective Delegation Supervisor Subordinates Organizations Obstacles to Delegation Process Degree to which delegation exists within an organization Centralization Minimal number of job activities and minimal amount of authority delegated to subordinates Decentralization Maximum amount of authority delegated to subordinates CENTRALIZATION & DECENTRALIZATION What is the present size of the organization? Where are the organization’s customers located? How homogeneous is the organization’s product line? Where are organizational suppliers? Are quick decisions needed in the organization? Is creativity a desirable feature in the organization? Decentralizing an Organization Considerations Thank You 22