Contents

 Line and staff organizations

 Coordination
 Differentiation
 Integration
 Power, Authority and Delegation
Line and staff organizations

Acc. To louis allen,

Line refers to those positions and
elements of the organization which have
the responsibility and authority and are
accountable for the accomplishment of
primary objectives.
Staff elements are those which have
responsibility and authority for providing
advice and service to the line in the
attainment of objectives.”
Line and staff organizations
Advantages Disadvantages
 Specialization  Conflict between line
 Better discipline and staff personnel
 Balanced and prompt  Lack of responsibility
decisions  More dependence on
 Growth and expansion staff
 Lesser burden on line  Lack of coordination
officers  Ineffective staff
 Quick actions  Expensive
 Development of
employees
 COORDINATION
 THE INTEGRATION OF ACTIVITYIES OF THE SEPARATE
PART OF AN ORGNISATION TO ACCOMPLISH
ORGANISATIONAL GOALS.
 DEPENDS ON
 NATURE OF THE TASK PERFORMED
 INTERDEPENDENCE

BENEFICIAL FOR WORK-

- NON-ROUTINE,UNPREDICTABLE
- FOR WORK IN WHICH FACTORS IN THE ENVIRONMENT ARE
CHANGING.
- HIGH INTERDEPENDENCE WORK
- ORGANISATION SET HIGH PERFORMANCE OBJECTIVES
Differentiation

 Differences in attitudes and working

styles, arising naturally among
members of different departments, that
can complicate coordination of an
organization's activities.
Integration

 The term lawrence and lorsch use in

place of coordination, to designate the
degree to which members of various
departments work together in a unified
manner.
POWER, AUTHORITY AND
DELEGATION
 POWER
The ability to exert influence; that is, the ability to
change the attitudes or behavior of individuals or
groups.
 Coercive

Referent Reward

Power

Expert Legitimate
 Sources of power
1.Legitimate power: This Power
corresponds authority. When a
person is lawfully entitled to exercise
power over the other is called
legitimate power. The influencer has
the authority to influence the
behavior of other person.
2. Reward Power: When a person has the
power to give rewards to the others for
behaving or doing what the influencer
wants them to do, it is reward power.
3. Coercive Power: Coercive Power
implies non-physical punishments. The
influencer has the power to punish a
subordinate for not carrying out orders
or for not meeting requirements
4. Expert Power: Power based on the
belief or understanding that the
influencer has specific knowledge or
relevant expertise that the influencee
does not.
5. Referent Power: Power based on the
desire of the infuencee to be like or
identify with the influencer.
AUTHORITY
 AUTHORITY IS A FORM OF POWER,OFTEN USED MORE
BROADLY TO REFER TO A PEOPLES ABILITY TO WIELD POWER
AS A RESULT OF QUALITIES SUCH AS KNOWLEDG E OR TITLES
SUCH AS JUDGE.
 AUTHORITY IS A RIGHT TO GIVE ORDERS AND POWER TO
EXACT OBEDIENCE------------ HENRI FAYOL
 AUTHORITY IS THE POWER TO COMMAND OTHERS, TO ACT
OR NOT ACT IN MANNER DEEMED BY THE POSSESSOR OF THE
AUTHORITY TO FURTHER ENTERPRISE OR DEPART MENTAL
PURPOSE------------KOONTZ O’ DONNELL.
 Line and staff authority
Line authority: the authority of those
managers directly responsible, throughout the
organization's chain of command, for
achieving organizational goals.
Staff authority: the authority of those group of
individuals who provide line managers with
advice and services.
Functional authority: the authority of members
of staff departments to control the activities of
other departments as they relate to specific
staff responsibilities.
ACCOUNTABILITY AND RESPONSIBILITY

 ACCOUNTABILITY – AS A SYSTEM OF
MANAGEMENT WHICH ASSIGNS CERTAIN
RESPONSIBILITES TO LINE AND STAFF PERSONNEL,
AND IN TURN, HOLD THEM ACCOUNTABLE FOR THE
ACHIEVEMENT OF PREDETERMINED OBJECTIVES
WITH IN THEIR AREA OF RESPONSIBILITY.
 RESPONSIBILITY REPONSIBILITY REFERS TO
THOSE OBLIGATIONS WHICH A PERSON IS
EXPECTED TO PERFORM TO THE BEST OF HIS
ABILITIES IN A GIVEN DIRECTION.
 RESPONSIBILITY IS THE OBLIGATION OR THE DUTY
OF AN INDIVIDUAL TO PERFORM.
 AUTHORITY
1. IT IS THE INSTITUTIONALISED
RIGHT OF A SUPERIOR TO
COMMAND AND COMPEL HIS
SUBORDINATE TO PERFORM A
CERTAIN ACT.
2. IT REST IN THE POSITION.
3. IT IS DELEGATED TO AN
INDIVIDUAL BY HIS SUPERIOR
4. IT IS MOSTLY WELL
DEFINED,CONSPICUOUS AND
FINITE.
5. IT IS WHAT EXISTS IN THE EYE
OF THE LAW.
6. IT SERVES AS A BASIS OF
FORMAL ORGANISATION
POWER
1. IT IS THE
ABILITY OF A PERSON TO INFLUENCE
ANOTHER PERSON TO PERFORM AN
ACT.
2. IT REST IN THE INDIVIDUAL.
3. IT IS EARNED BY AN INDIVIDUAL.
4. IT IS UNDEFINED, INCONSPICUOUS
AND INFINITE
5. IT IS WHAT EXIXTS IN FACT.
6. IT SERVES AS BASIS OF INFORMAL
ORGANISATION.
Authority vs. Responsibility

 Rights inherent in  Obligation to

managerial position perform
to give orders and  Goes hand-in-hand
expect them to be with authority
followed
 Related to one’s
position--not the
characteristics of
person
 DELEGATION

THE ACT OF ASSIGNING FORMAL AUTHORITY AND

RESPONSIBILITY FOR COMPLETION OF SPECIFIC
ACTIVITIES TO A SUBORDINATE.
ADVANTAGE OF DELEGATION
 REDUCES THE MANAGER’S WORK LOAD
 MOTIVATES AND DEVELOPS SUBORDINATES
 RENDERS CONTINUTY AND PERMANENCY
 PROMOTES EXPANSION AND DEVELOPMENT OF BUSINESS
 SPEEDS UP DECISION MAKING
 LEADS TO BETTER DECISIONS.
HOME TASK

 Find out various difficulties involved in

delegation of authority---sec 315

 What are the factors influencing degree

of delegation?----sec 316
Advantages of delegation
 Maximizes the effectiveness of
employees
 Speeds up decision making
 Lead to better decisions
Tasks of effective delegation
 Decide which task can be delegated.
 Decide who should get the assignment.
 Provide sufficient resources for carrying
out the delegated tasks
 Delegate the assignment.
 Be prepared to run interference, if
necessary.
 Establish a feedback system.