LINE AND STAFF,LINE AND STAFF,DECENTRALISATIONDECENTRALISATION

LINE AND STAFF…LINE AND STAFF…

DEALS WITH THE AUTHORITY DEALS WITH THE AUTHORITY RELATIONSHIPS RELATIONSHIPS

i.e THE PROBLEMS OF LINE AND i.e THE PROBLEMS OF LINE AND STAFFSTAFF

WHAT IS POWER, RESPONSIBILITY WHAT IS POWER, RESPONSIBILITY AND AUTHORITY?AND AUTHORITY?

WHAT ARE AUTHORITY WHAT ARE AUTHORITY RELATIONSHIPS?RELATIONSHIPS?

AUTHORITY AND POWERAUTHORITY AND POWER POWER IS THE ABILITY OF INDIVIDUALS POWER IS THE ABILITY OF INDIVIDUALS

OR GROUPS TO INDUCE OR INFLUENCE OR GROUPS TO INDUCE OR INFLUENCE THE BELIEFS OR ACTIONS OF OTHER THE BELIEFS OR ACTIONS OF OTHER PERSONS OR GROUPSPERSONS OR GROUPS

POWER:POWER:

1.1. LEGITIMATELEGITIMATE

2.2. EXPERTEXPERT

3.3. REFERENTREFERENT

4.4. REWARDREWARD

5.5. COERCIVECOERCIVE

AUTHORITY AND POWERAUTHORITY AND POWER

AUTHORITY IN AN ORGANISATION IS AUTHORITY IN AN ORGANISATION IS THE POWER IN A POSITION ( AND THE POWER IN A POSITION ( AND THROUGH IT THE PERSON THROUGH IT THE PERSON OCCUPYING THE POSITION ) TO OCCUPYING THE POSITION ) TO EXERCISE DISCRETION IN MAKING EXERCISE DISCRETION IN MAKING DECISIONS AFFECTING OTHERS.DECISIONS AFFECTING OTHERS.

IT IS POWER, BUT IN AN IT IS POWER, BUT IN AN ORGANISATIONAL SETTINGORGANISATIONAL SETTING

LINE AND STAFFLINE AND STAFF

LINE FUNCTIONS ARE THOSE WHICH HAVE LINE FUNCTIONS ARE THOSE WHICH HAVE DIRECT RESPONSIBILITYDIRECT RESPONSIBILITY FOR FOR ACCOMPLISHING THE OBJECTIVES OF THE ACCOMPLISHING THE OBJECTIVES OF THE ENTERPRISE.ENTERPRISE.

STAFF REFERS TO THOSE ELEMENTS OF STAFF REFERS TO THOSE ELEMENTS OF THE ORGANISATION THAT THE ORGANISATION THAT HELP THE LINEHELP THE LINE TO WORK MOST EFFECTIVELY IN TO WORK MOST EFFECTIVELY IN ACCOMPLISHING THE PRIMARY ACCOMPLISHING THE PRIMARY OBJECTIVES OF AN ENTERPRISE.OBJECTIVES OF AN ENTERPRISE.

LINE AND STAFF..LINE AND STAFF.. STAFF FUNCTIONS : PURCHASE, STAFF FUNCTIONS : PURCHASE,

ACCOUNTING, PERSONNEL, & ACCOUNTING, PERSONNEL, & QUALITY CONTROL.QUALITY CONTROL.

LINE: PRODUCTION, MARKETING & LINE: PRODUCTION, MARKETING & SALES, FINANCE.SALES, FINANCE.

WHY CONFUSION?WHY CONFUSION?

LINE AND STAFF…LINE AND STAFF…

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

SCALAR PRINCIPLESCALAR PRINCIPLE

THE CLEARER THE LINE OF AUTHORITY THE CLEARER THE LINE OF AUTHORITY FROM THE ULTIMATE AUTHORITY FOR FROM THE ULTIMATE AUTHORITY FOR MANAGEMENT IN AN ENTERPRISE TO MANAGEMENT IN AN ENTERPRISE TO EVERY SUBORDINATE POSITION , THE EVERY SUBORDINATE POSITION , THE MORE EFFECTIVE WILL BE REPONSIBLE MORE EFFECTIVE WILL BE REPONSIBLE DECISION MAKING AND ORGANISED DECISION MAKING AND ORGANISED COMMUNICATION.COMMUNICATION.

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STAFF…STAFF…

STAFF RELATIONSHIP IS STAFF RELATIONSHIP IS ADVISORY.ADVISORY.

THE FUNCTION OF PEOPLE IN STAFF THE FUNCTION OF PEOPLE IN STAFF POSITION IS TO POSITION IS TO INVESTIGATE , INVESTIGATE , RESEARCHRESEARCH AND GIVE AND GIVE ADVICEADVICE TO LINE TO LINE MANAGERS TO WHOM THEY REPORT.MANAGERS TO WHOM THEY REPORT.

LINE AND STAFF…LINE AND STAFF…

LINE AND STAFF ARE DISTINGUISHED LINE AND STAFF ARE DISTINGUISHED BY THEIR AUTHORITY BY THEIR AUTHORITY RELATIONSHIPS AND NOT WHAT RELATIONSHIPS AND NOT WHAT THEY DOTHEY DO

E.g. THE PR DEPT IS PURELY STAFF..E.g. THE PR DEPT IS PURELY STAFF..

BUT WITHIN THE DEPT THERE WILL BE BUT WITHIN THE DEPT THERE WILL BE LINE AND STAFF RELATIONSHIPSLINE AND STAFF RELATIONSHIPS

FUNCTIONAL AUTHORITYFUNCTIONAL AUTHORITY

IT IS THE POWER WHICH AN IT IS THE POWER WHICH AN INDIVIDUAL OR DEPARTMENT MAY INDIVIDUAL OR DEPARTMENT MAY HAVE DELEGATED TO IT OVER HAVE DELEGATED TO IT OVER SPECIFIED PROCESSES , PRACTICES, SPECIFIED PROCESSES , PRACTICES, POLICIES , OR OTHER MATTERS POLICIES , OR OTHER MATTERS RELATING TO ACTIVITIES RELATING TO ACTIVITIES UNDERTAKEN BY PERSONNEL IN UNDERTAKEN BY PERSONNEL IN DEPARTMENTS OTHER THAN ITS DEPARTMENTS OTHER THAN ITS OWN.OWN.

BENEFITS OF STAFF:BENEFITS OF STAFF:

1.1. THEIR ADVICE IS CRITICAL AS THEY THEIR ADVICE IS CRITICAL AS THEY HAVE SPECIALISED KNOWLEDGE IN HAVE SPECIALISED KNOWLEDGE IN THEIR AREASTHEIR AREAS

2.2. THE ADVICE COULD BE CRITICAL IN THE ADVICE COULD BE CRITICAL IN SOLVING A PROBLEMSOLVING A PROBLEM

LIMITATIONS OF STAFF:LIMITATIONS OF STAFF:

DANGER OF UNDERMINING LINE DANGER OF UNDERMINING LINE AUTHORITYAUTHORITY

LACK OF RESPONSIBILITYLACK OF RESPONSIBILITY THINKING IN A VACUUMTHINKING IN A VACUUM MANAGERIAL PROBLEMSMANAGERIAL PROBLEMS

MAKING STAFF WORK MAKING STAFF WORK EFFECTIVELY:EFFECTIVELY:

UNDERSTANDING AUTHORITY UNDERSTANDING AUTHORITY RELATIONSHIPSRELATIONSHIPS

MAKE LINE LISTEN TO STAFFMAKE LINE LISTEN TO STAFF KEEP STAFF INFORMEDKEEP STAFF INFORMED COMPLETED STAFF WORK - i.e ADVICE NOT COMPLETED STAFF WORK - i.e ADVICE NOT

CONTROLCONTROL MANAGERS HAVE RESPONSIBILITY AND MANAGERS HAVE RESPONSIBILITY AND

ARE ACCOUNTABLEARE ACCOUNTABLE

DECENTRALISATIONDECENTRALISATION

DECENTRALISATION..DECENTRALISATION..

IT IS THE FUNDAMENTAL ASPECT OF IT IS THE FUNDAMENTAL ASPECT OF DELEGATIONDELEGATION

IT IS MORE OF HOW MUCH OF IT IS MORE OF HOW MUCH OF AUTHORITY IS TO BE DELEGATED AUTHORITY IS TO BE DELEGATED RATHER THAN WHAT KIND OF RATHER THAN WHAT KIND OF AUTHORITY IS TO BE DELEGATED. AUTHORITY IS TO BE DELEGATED.

DELEGATION OF AUTHORITYDELEGATION OF AUTHORITY

THE PRIMARY PURPOSE OF THE PRIMARY PURPOSE OF DELEGATION IS TO MAKE DELEGATION IS TO MAKE ORGANISATION POSSIBLEORGANISATION POSSIBLE

ENABLES DECISION MAKINGENABLES DECISION MAKING EFFECTIVE SUPERVISION EFFECTIVE SUPERVISION

HOW IS AUTHORITY HOW IS AUTHORITY DELEGATED?DELEGATED?

1. WHEN DECISION MAKING POWER IS 1. WHEN DECISION MAKING POWER IS VESTED IN A SUBORDINATE BY A VESTED IN A SUBORDINATE BY A SUPERIORSUPERIOR 2. SUPERIORS CANNOT DELEGATE 2. SUPERIORS CANNOT DELEGATE AUTHORITY WHICH THEY DO NOT AUTHORITY WHICH THEY DO NOT HAVE.HAVE.

PROCESS OF DELEGATION..PROCESS OF DELEGATION..

THE DETERMINATION OF RESULTS THE DETERMINATION OF RESULTS EXPECTED FROM PERSONS IN A POSITIONEXPECTED FROM PERSONS IN A POSITION

THE ASSIGNMENT OF TASKS TO PERSONS THE ASSIGNMENT OF TASKS TO PERSONS IN A POSITIONIN A POSITION

THE DELEGATION OF AUTHORITY FOR THE DELEGATION OF AUTHORITY FOR ACCOMPLISHING THESE TASKSACCOMPLISHING THESE TASKS

THE HOLDING OF PEOPLE RESPONSIBLE THE HOLDING OF PEOPLE RESPONSIBLE FOR THE ACCOMPLISHMENT OF THESE FOR THE ACCOMPLISHMENT OF THESE TASKS.TASKS.

PRINCIPLES OF DELEGATION:PRINCIPLES OF DELEGATION:

PRINCIPLE OF PRINCIPLE OF DELEGATIONDELEGATION BY RESULTS BY RESULTS EXPECTEDEXPECTED

PRINCIPLE OF FUNCTIONAL DEFINITIONPRINCIPLE OF FUNCTIONAL DEFINITION SCALARSCALAR PRINCIPLE PRINCIPLE AUTHORITY PRINCIPLEAUTHORITY PRINCIPLE PRINCIPLE OF UNITY OF COMMANDPRINCIPLE OF UNITY OF COMMAND PRINCIPLE OF ABSOLUTENESS OF PRINCIPLE OF ABSOLUTENESS OF

RESPONSIBILITYRESPONSIBILITY PRINCIPLE OF PARITY OF AUTHORITY AND PRINCIPLE OF PARITY OF AUTHORITY AND

RESPONSIBILITYRESPONSIBILITY

GOTOGOTO

PRINCIPLE OF DELEGATION BY PRINCIPLE OF DELEGATION BY RESULTS EXPECTEDRESULTS EXPECTED

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

BACKBACK

PRINCIPLE OF FUNCTIONAL PRINCIPLE OF FUNCTIONAL DEFINITIONDEFINITION

THE MORE A POSITION OR A DEPARTMENT HAS THE MORE A POSITION OR A DEPARTMENT HAS CLEAR DEFINITIONS OF RESULTS EXPECTED , CLEAR DEFINITIONS OF RESULTS EXPECTED , ACTIVITIES TO BE UNDERTAKEN , ACTIVITIES TO BE UNDERTAKEN , ORGANISATIONAL AUTHORITY DELEGATED, AND ORGANISATIONAL AUTHORITY DELEGATED, AND AUTHORITY AND INFORMATIONAL RELATIONSHIPS AUTHORITY AND INFORMATIONAL RELATIONSHIPS WITH OTHER POSITIONS UNDERSTOOD, THE MORE WITH OTHER POSITIONS UNDERSTOOD, THE MORE ADEQUATELY THE RESPONSIBLE INDIVIDUALS CAN ADEQUATELY THE RESPONSIBLE INDIVIDUALS CAN CONTRIBUTE TOWARDS ACCOMPLISHING CONTRIBUTE TOWARDS ACCOMPLISHING ENTERPRISE OBJECTIVES.ENTERPRISE OBJECTIVES.

BACKBACK

AUTHORITY LEVEL PRINCIPLEAUTHORITY LEVEL PRINCIPLE

MAINTAINANCE OF INTENDED MAINTAINANCE OF INTENDED DELEGATION REQUIRES THAT DELEGATION REQUIRES THAT DECISIONS WITHIN THE AUTHORITY DECISIONS WITHIN THE AUTHORITY COMPETENCE OF INDIVIDUALS BE COMPETENCE OF INDIVIDUALS BE MADE BY THEM AND NOT BE MADE BY THEM AND NOT BE REFERRED UPWARD IN THE REFERRED UPWARD IN THE ORGANISATION STRUCTURE.ORGANISATION STRUCTURE.

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PRINCIPLE OF UNITY OF PRINCIPLE OF UNITY OF COMMANDCOMMAND

THE MORE COMPLETELY AN INDIVIDUAL THE MORE COMPLETELY AN INDIVIDUAL HAS A REPORTING RELATIONSHIP TO A HAS A REPORTING RELATIONSHIP TO A SINGLE SUPERIOR , THE LESS THE SINGLE SUPERIOR , THE LESS THE PROBLEM OF CONFLICT IN INSTRUCTIONS PROBLEM OF CONFLICT IN INSTRUCTIONS AND THE GREATER THE FEELING OF AND THE GREATER THE FEELING OF PERSONAL RESPONSIBILITY FOR PERSONAL RESPONSIBILITY FOR RESULTS.RESULTS.

BACKBACK

PRINCIPLE OF ABSOLUTENESS PRINCIPLE OF ABSOLUTENESS OF RESPONSIBILITYOF RESPONSIBILITY

THE RESPONSIBILITY OF SUBORDINATES THE RESPONSIBILITY OF SUBORDINATES TO THEIR SUPERIORS FOR PERFORMANCE TO THEIR SUPERIORS FOR PERFORMANCE IS ABSOLUTE , ONCE THEY HAVE IS ABSOLUTE , ONCE THEY HAVE ACCEPTED AN ASSIGNMENT AND THE ACCEPTED AN ASSIGNMENT AND THE POWER TO CARRY IT OUT, AND THE POWER TO CARRY IT OUT, AND THE SUPERIORS CANNOT ESCAPE SUPERIORS CANNOT ESCAPE RESPONSIBILITY FOR THE ORGANISATION RESPONSIBILITY FOR THE ORGANISATION ACTIVITIES OF THEIR SUBORDINATES.ACTIVITIES OF THEIR SUBORDINATES.

BACKBACK

PRINCIPLE OF PARITY OF PRINCIPLE OF PARITY OF RESPONSIBILITY AND RESPONSIBILITY AND

AUTHORITYAUTHORITY

THE RESPONSIBILITY FOR ACTIONS THE RESPONSIBILITY FOR ACTIONS CANNOT BE GREATER THAN THAT IMPLIED CANNOT BE GREATER THAN THAT IMPLIED BY AUTHORITY DELEGATED NOR SHOULD BY AUTHORITY DELEGATED NOR SHOULD IT BE LESS.IT BE LESS.

BACKBACK

THE ART OF DELEGATIONTHE ART OF DELEGATION

RECEPTIVENESSRECEPTIVENESS WILLINGNESS TO LET GOWILLINGNESS TO LET GO WILLINGNESS TO LET OTHERS MAKE WILLINGNESS TO LET OTHERS MAKE

MISTAKESMISTAKES WILLINGNESS TO TRUST WILLINGNESS TO TRUST

SUBORDINATESSUBORDINATES WILLINGNESS TO ESTABLISH AND WILLINGNESS TO ESTABLISH AND

USE BROAD CONTROLSUSE BROAD CONTROLS

FACTORS DETERMINING FACTORS DETERMINING DEGREE OF DEGREE OF

DECENTRALISATION:DECENTRALISATION:

COSTLINESS OF THE DECISIONCOSTLINESS OF THE DECISION UNIFORMITY OF POLICYUNIFORMITY OF POLICY HISTORY OF THE ENTERPRISEHISTORY OF THE ENTERPRISE MANAGEMENT PHILOSOPHYMANAGEMENT PHILOSOPHY ENVIRONMENTAL INFLUENCESENVIRONMENTAL INFLUENCES AVAILABILITY OF MANAGERSAVAILABILITY OF MANAGERS

RECENTRALISATION RECENTRALISATION WHAT IS IT?WHAT IS IT? HOW MUCH TO DECENTRALISE?HOW MUCH TO DECENTRALISE?1. Verifiable objectives1. Verifiable objectives2. Technique of organisation i.e. state each 2. Technique of organisation i.e. state each

manager’s duites and responsibilitiesmanager’s duites and responsibilities3. Character of top leadership3. Character of top leadership4. Stretch span of management to the 4. Stretch span of management to the

maximummaximum5.Promote managers only when they have 5.Promote managers only when they have

good subordinates to take their placegood subordinates to take their place

EFFECTIVE ORGANISATION.EFFECTIVE ORGANISATION.

SOME MISTAKES IN SOME MISTAKES IN ORGANISING..ORGANISING..

FAILURE TO PLAN PROPERLYFAILURE TO PLAN PROPERLY FAILURE TO DELEGATE AUTHORITYFAILURE TO DELEGATE AUTHORITY FAILURE TO BALANCE DELEGATIONFAILURE TO BALANCE DELEGATION GRANTING AUTHORITY WITHOUT GRANTING AUTHORITY WITHOUT

RESPONSIBILITYRESPONSIBILITY HOLDING PEOPLE RESPONSIBLE WHO HOLDING PEOPLE RESPONSIBLE WHO

DO NOT HAVE AUTHORITYDO NOT HAVE AUTHORITY

THE END.THE END.