Chevalier T Thomas Elizabeth College For Women
Subject : PRINCIPLES
OF MANAGEMENT
- Ms P. Anubha Jain
- Assistant Professor,
- Department of Commerce
- C.T.T.E College for Women
- Perambur, Chennai
AUTHORITY & DELEGATION
AUTHORITY
DELEGATION OF AUTHORITY
Henri Fayol, who designed the administrative theory of 14
principles of management, defined authority as ‘the right to give
orders and exact obedience‘. He also recognized that any official
authority vested in the job was often ineffective.
Henri Fayol (1841 – 1925) was a French coal-mine engineer, director
of mines and modern management theoretician. His scientific
management theory forms the base for business administration and
business management. In the academic world, this is also known as
Fayolism.
Biography of Henri Fayol
Henri Fayol was born in a suburb of Istanbul, Turkey in 1841. His
father, an engineer, was appointed building supervisor for the
construction of a bridge over the Golden Horn (Galata Bridge).
The family returned to France in 1847. He studied mining
engineering at the ‘École Nationale Superieure des Mines’
academy in Saint-Étienne.
Henri Fayol started his career as an engineer at the mining
company Compagnie de Commentry Fourchambeau Decazeville
in Commentry at the age of 19. In 1888, He became the Managing
Director of this mining company that employed over 1,000 people.
He was very successful in this position for over 30 years (until
1918). Around 1900 the mining company was one of the largest
producers of iron and steel in France. At that time this industry
was considered to be vital for France.
In addition to being the Managing Director of
the Commentry-Fourchambault mining company
(1900), Henri Fayol was also one of the founders of
the principles of modern management. His research
work was in competition with that of another great
theoretician namely Frederick Taylor.
In 1916, he published his work experience in the
book Administration Industrielle et
Generale (General and Industrial Management).
Henri Fayol provided one of the most
influential modern management concepts of his
time. He is founder of the 14 Principles of
management and the five functions of management.
Publications and books by Henri Fayol et al.
1929. Allgemeine und industrielle Verwaltung. München und Berlin:
Oldenbourg.
1927. The importance of the administrative factor. Readings in management:
Landmarks and new frontiers.
1921. L’incapacité industrielle de l’Etat: les PTT. Dunod.
1918. De l’importance de la fonction administrative dans la gouvernement
des affaires…: Conférence faite le 24 novembre 1917. Ph. Renouard.
1918. Notice sur les travaux scientifiques et techniques de M. Henri Fayol.
Gauthier-Villars.
1918. L administration positive dans l industrie. La Technique Moderne, 1,
74.
1917. Administration industrielle et générale; prévoyance, organisation,
commandement, coordination, controle. Paris, H. Dunod et E. Pinat, OCLC
40224931
1916. General and Industrial Management. Martino Fine Books.
1887. Etudes sur le terrain houiller de Commentry: lithologie et
stratigraphie (Vol. 1). impr. de Théolier.
14 Principles of Management (Fayol)
AUTHORITY
Authority is the right to give orders & power to
exact obedience
Denotes certain rights granted to a position in
an institution
It is a willing & unconditional compliance of
people, resting upon their belief that it is
legitimate for superior to impose his will on
them
ELEMENTS OF AUTHORITY
Right to authority given by superior
Legitimate
Leads to right of decision making
Is given to influence the behavior of subordinates
Subjective
AUTHORITY V/S POWER
POWER AUTHORITY
1. Broader than authority Narrower concept
2. Personal not institutional Institutional
3. Flows in all directions Downwards
4. No place in formal structure Arises from formal structure
SOURCES OF AUTHORITY
Legal/ formal authority
Traditional authority
Acceptance theory
Competence theory
Charismatic theory
LIMITS OF AUTHORITY
Physical limitations
Economic limitations
Social limitations
Legal limitations
Biological limitations
Internal constraints
Limited span of control
DELEGATION
Delegation is an administrative process of getting
things done by others by giving them
responsibility.
It refers to a manager’s ability to share his burden
with others. It consists of granting authority or the
right to decision making in certain defined areas
& charging subordinates with responsibility for
carrying through an assigned task
CHARACTERISTICS OF DELEGATION
Takes place when a manager grants some of
his power to subordinates
Manager must possess what he wants to
delegate
Only a part of authority can be delegated
Manager delegating authority can reduce,
enhance or take it back
Authority can be delegated not responsibility
ELEMENTS OF DELEGATION
ASSIGNMENT OF RESPONSIBILITY
The superior asks the subordinate to perform a particular task in a given period of time
GRANT OF AUTHORITY
It is the power to order or command, delegated from superior, to enable the subordinate to discharge his responsibility
CREATION OF ACCOUNTABILITY
It is the obligation of a subordinate to perform the duties assigned to him
Delegation of authority is the base of superior-
subordinate relationship, it involves following steps:-
Assignment of Duties - The delegator first tries to define
the task and duties to the subordinate. He also has to define
the result expected from the subordinates. Clarity of duty
as well as result expected has to be the first step in
delegation.
Granting of authority - Subdivision of authority takes
place when a superior divides and shares his authority with
the subordinate. It is for this reason, every subordinate
should be given enough independence to carry the task
given to him by his superiors. The managers at all levels
delegate authority and power which is attached to their job
positions. The subdivision of powers is very important to
get effective results.
RESPONSIBILITY
Responsibility has different meanings in management. The
most common description is the obligation on the manager to
perform the task himself. The essence of responsibility is
‘obligation’.
Therefore, responsibility is relative to the person. Also, it
emanates from the subordinate-superior relations in an
organization. Hence, the manager can get the assigned duty
done by his subordinate.
He also needs to ensure a proper discharge of the duty.
Therefore, in an organization, authority and responsibility
move as follows – authority flows downwards, whereas
responsibility is exacted upwards.
Creating Responsibility and Accountability - The delegation
process does not end once powers are granted to the
subordinates. They at the same time have to be obligatory
towards the duties assigned to them. Responsibility is said to
be the factor or obligation of an individual to carry out his
duties in best of his ability as per the directions of superior.
Responsibility is very important.
Therefore, it is that which gives effectiveness to authority. At
the same time, responsibility is absolute and cannot be shifted.
Accountability, on the others hand, is the obligation of the
individual to carry out his duties as per the standards of
performance. Therefore, it is said that authority is delegated,
responsibility is created and accountability is imposed.
Accountability arises out of responsibility and responsibility
arises out of authority.
Differences between Authority and
ResponsibilityAuthority Responsibility
It is the legal right of a person or a superior
to command his subordinates.
It is the obligation of subordinate to perform
the work assigned to him.
Authority is attached to the position of a
superior in concern.
Responsibility arises out of superior-
subordinate relationship in which
subordinate agrees to carry out duty given to
him.
Authority can be delegated by a superior to a
subordinate
Responsibility cannot be shifted and is
absolute
It flows from top to bottom. It flows from bottom to top.
ACCOUNTABILITY
Every employee is answerable to his superior for
the accomplishment of the task assigned to him.
This is accountability. When a manager delegates a
task, he assigns duties and delegates the required
authority so that his subordinates can accomplish
the task.
However, the process is not complete unless the
subordinate is answerable to the superior for his
functioning. Therefore, authority goes downward
and makes everyone accountable for the duties
assigned.
CONCLUSIONA manager alone cannot perform all the tasks assigned to him. In order to
meet the targets, the manager should delegate authority. Delegation of
Authority means division of authority and powers downwards to the
subordinate. Delegation is about entrusting someone else to do parts of
your job.
Therefore, it becomes important that with every authority position an
equal and opposite responsibility should be attached. Thus every
manager,i.e.,the delegator has to follow a system to finish up the
delegation process. Equally important is the delegatee’s role which
means his responsibility and accountability is attached with the authority
over to here.
REFERENCE
https://www.toppr.com/guides/business-management-and-
entrepreneurship/organizing/authority-and-responsibility/
https://www.google.com/search?q=authority+responsibilit
https://www.citeman.com/8554-what-are-authority-and-
responsibility.html
https://www.toolshero.com/toolsheroes/henri-fayol/
Books for reference: Principles of Management - Dr. J. Jayasankar
Management Principles – T. Ramasamy
Principles Management – P C Tripathi & P N Reddy
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