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    PPM 21

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    Pradeep Gupta
    Authority and power are discussed. There are different bases of power including legitimate, expert, referent, reward, and coercive power. Empowerment is when employees at all levels can make decisions without permission. There is also a discussion of line, staff, and functional authority as well as centralization versus decentralization of authority. Effective delegation involves defining expectations, assigning tasks, delegating authority, and holding subordinates responsible. Overcoming weak delegation requires defining assignments, selecting the right person, maintaining communication, establishing controls, and rewarding success.

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    PPM 21

    Uploaded by

    Pradeep Gupta
    13 views12 pages
    Authority and power are discussed. There are different bases of power including legitimate, expert, referent, reward, and coercive power. Empowerment is when employees at all levels can make decisions without permission. There is also a discussion of line, staff, and functional authority as well as centralization versus decentralization of authority. Effective delegation involves defining expectations, assigning tasks, delegating authority, and holding subordinates responsible. Overcoming weak delegation requires defining assignments, selecting the right person, maintaining communication, establishing controls, and rewarding success.

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    Authority and power are discussed. There are different bases of power including legitimate, expert, referent, reward, and coercive power. Empowerment is when employees at all levels can make decisions without permission. There is also a discussion of line, staff, and functional authority as well as centralization versus decentralization of authority. Effective delegation involves defining expectations, assigning tasks, delegating authority, and holding subordinates responsible. Overcoming weak delegation requires defining assignments, selecting the right person, maintaining communication, establishing controls, and rewarding success.

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    Download as PPT, PDF, TXT or read online from Scribd
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    13 views12 pages

    PPM 21

    Uploaded by

    Pradeep Gupta
    Authority and power are discussed. There are different bases of power including legitimate, expert, referent, reward, and coercive power. Empowerment is when employees at all levels can make decisions without permission. There is also a discussion of line, staff, and functional authority as well as centralization versus decentralization of authority. Effective delegation involves defining expectations, assigning tasks, delegating authority, and holding subordinates responsible. Overcoming weak delegation requires defining assignments, selecting the right person, maintaining communication, establishing controls, and rewarding success.

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    Session 21

    Authority and Power


    • Power is the ability of individuals or groups
    to induce or influence the beliefs or actions of
    other persons or groups.
    • Authority is the right in a position to
    exercise discretion in making decisions
    affecting others.
    Different Bases of Power
    • Legitimate power normally arises from
    position and derives from our cultural system
    of rights, obligations, and duties whereby a
    “position” is accepted by people as being
    “legitimate.”
    • Expert power is the power of knowledge.
    • Referent power is influence that people or
    groups may exercise because people believe in
    them and their ideas.
    Different Bases of Power – cont
    • Reward power is the power to grant or withhold
    rewards, such as high grades given by a
    university professor.
    • Coercive power is closely related to reward
    power and normally arises from legitimate
    power; it is the power to punish.
    What is Empowerment?
    • Employees, managers, or teams at all levels in
    the organization have the power to make
    decisions without asking their superiors for
    permission.
    Scalar Principle in Organization
    • The clearer the line of authority from the
    ultimate management position in an enterprise
    to every subordinate position, the clearer will be
    the responsibility for decision making and the
    more effective will be organizational
    communication.
    Line, Staff, and Functional Authority
    • Line authority is the relationship in which a
    superior exercises direct supervision over a
    subordinate.
    • Staff relationship is advisory.
    • Functional authority is the right delegated to
    an individual or a department to control
    specified processes, practices, policies, or
    other matters relating to activities undertaken
    by persons in other departments.
    Decentralization of Authority
    • Decentralization is the tendency to disperse
    decision‑making authority in an organized
    structure.
    Different Kinds of Centralization
    1. Centralization of performance pertains to geographic
    concentration; it characterizes, for example, a
    company operating in a single location.
    2 Departmental centralization refers to concentration
    of specialized activities, generally in one department.
    For example, maintenance for a whole plant may be
    carried out by a single department.
    3.Centralization of management is the tendency to
    restrict delegation of decision making. A high degree
    of authority is held at or near the top.
    The process of delegation involves:
    • Determining the results expected from a
    position.
    • Assigning tasks to the position.
    • Delegating authority for accomplishing these
    tasks.
    • Holding the person in that position responsible
    for the accomplishment of the tasks.
    Personal Attitudes Toward Delegation
    • Receptiveness
    • Willingness to let go
    • Willingness to allow mistakes by subordinates
    • Willingness to trust subordinates
    • Willingness to establish and use broad controls
    Overcoming Weak Delegation
    1. Define assignments and delegate authority
    in light of results expected.
    2. Select the person in light of the job to be
    done.
    3. Maintain open lines of communication.
    4. Establish proper controls.
    5. Reward effective delegation and successful
    assumption of authority.

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