authority relatioship
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AUTHORITY RELATIOSHIP AUTHORITY RELATIOSHIP
Submitted to: Prof. Keshav SharmaSubmitted to: Prof. Keshav Sharma
Submitted By: Rahul SlathiaSubmitted By: Rahul Slathia
Roll No:23 MBARoll No:23 MBA--0101
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Bibliography And Refe r ences Bibliography And Refe r ences
Essentials Of Management P-(165-169)
By H arol d Koontz & He i nz We ihri c h
Management P-(350-369)
By S. A. She rl ekar
Management P-(389-411)
By Edmund R. Gray & Larry R. Sme l tze r
Principles of Management P-(369-405)
By L.M. P ras ad
& WWW.GOOGL E.CO.IN
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Authority Authority Authority may be def i ned as the powe r to mak e dec i s ions whi c h Authority may be def i ned as the powe r to mak e dec i s ions whi c h
gui de the ac tions of an othe r. I t i s a r e lations hip be tween two gui de the ac tions of an othe r. I t i s a r e lations hip be tween two
i nd ivi d ual s: one s upe rior, an othe r s ubor d i n at e . T he s upe rior f rames i nd ivi d ual s: one s upe rior, an othe r s ubor d i n at e . T he s upe rior f rames
and
trans
mit s dec
i s io
n with
th
e ex p
ec tatio
n that
th
ese will
b
e a
nd tra
ns mit
s dec i s io
n with
th
e ex p
ec tatio
n that
th
ese will
b
e
acce pt ed by the s ubor d i n at e . T he s ubor d i n at e exec ut es s uc h acce pt ed by the s ubor d i n at e . T he s ubor d i n at e exec ut es s uc h
dec i s ions and hi s c ond uc t i s de t e rmi ned by the m . dec i s ions and hi s c ond uc t i s de t e rmi ned by the m .
S imon S imon --
T he willi n g and unc ond ition al c ompliance of pe opl e , r es ti n g upon T he willi n g and unc ond ition al c ompliance of pe opl e , r es ti n g upon
the ir be li ef that it i s l e gitimat e f or s upe rior to impose hi s will on the ir be li ef that it i s l e gitimat e f or s upe rior to impose hi s will on
the m and ill e gitimat e f or the m to r ef use to obe y . the m and ill e gitimat e f or the m to r ef use to obe y .
Max We
be r Ma
x We b
e r
--
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F ORMAL AUTHORITY THEORY F ORMAL AUTHORITY THEORY
Authority
Traditional Authority
Charismatic Authority
Legal Authority
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C once pt of Li ne and S taff Authority C once pt of Li ne and S taff Authority
Line functions are those which have direct responsibility forLine functions are those which have direct responsibility foraccomplishing the objective of the enterprise and staff refers toaccomplishing the objective of the enterprise and staff refers tothose elements of the organisation that help the line to workthose elements of the organisation that help the line to workmost effectively in accomplishing the prime objectives of themost effectively in accomplishing the prime objectives of theenterprise.enterprise.
--Allen Allen
Line theory becomes apparent from the scalar principle as Line theory becomes apparent from the scalar principle asbeing that relationship in which a superior exercises direct being that relationship in which a superior exercises direct supervision over a subordinatesupervision over a subordinate an authority relationship direct an authority relationship direct line or step. The nature of staff relationship is advisory . Theline or step. The nature of staff relationship is advisory . Thefunction of people in a pure staff capacity is to investigate,function of people in a pure staff capacity is to investigate,research and give advice to line managers to whom theyresearch and give advice to line managers to whom theyreport.report.
--Harold Koontz &Heinz WeihrichHarold Koontz &Heinz Weihrich
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Li ne Authority :Li ne Authority :
Chai n of Command Chai n of Command
President President
Vice Vice--President President
SupervisorSupervisor
EmployeeEmployee
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STAFF AUTHORITY STAFF AUTHORITY
Staff Authority
Advisory
Staff
Authority
Concurring
Staff
Authority
Control
Staff
Authority
Functional
Staff
Authority
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General ManagerGeneral Manager
Operation ManagerOperation Manager Finance ManagerFinance Manager Marketing ManagerMarketing Manager
General SecretaryGeneral Secretary
WorkersWorkers
(Foreman)(Foreman)
WorkersWorkers
(Foreman)(Foreman)
ProductionProduction
EngineerEngineer
WorkersWorkers
(Accountant)(Accountant)
WorkersWorkers
(Accountant)(Accountant)
ChartedCharted
Accountant Accountant
WorkersWorkers
(Sales Officer)(Sales Officer)
WorkersWorkers
(Sales Officer)(Sales Officer)
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Specialist Specialist
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F UN C TIONAL AUTHORITY F UN C TIONAL AUTHORITY
PersonalPersonal
ManagerManager
Accounts Accounts
ManagerManager
LegalLegal
ManagerManager
Public RelationsPublic Relations
ManagerManager
Production ManagerProduction Manager Marketing ManagerMarketing Manager
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LINE AND STAFF C ON F LI C T LINE AND STAFF C ON F LI C T
View Points of Line Managers View Points of Line Managers
Lack of responsibilityLack of responsibility
Encroachment of line authorityEncroachment of line authority
Dilution of authorityDilution of authority
Theoretical biasTheoretical bias
View Points of Staff Managers View Points of Staff Managers
Lack of proper use of staff Lack of proper use of staff
Resistance of new ideasResistance of new ideas
Lack of proper authorityLack of proper authority
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HOW TO OVERC OME LINE STAFF C ON F LI C T HOW TO OVERC OME LINE STAFF C ON F LI C T
Understanding of Authority RelationshipsU
nderstanding of Authority Relationships
Proper use of Staff Proper use of Staff
Completed Staff WorkCompleted Staff Work
Setting Congenial Organisational ClimateSetting Congenial Organisational Climate
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C ON C LUSION C ON C LUSION
Demarcation between line and staff may be possible at theDemarcation between line and staff may be possible at theinitial stage of the organisation, but when it grows, its functionsinitial stage of the organisation, but when it grows, its functionsbecome more and more complex, the demarcation between linebecome more and more complex, the demarcation between lineand staff functions becomes progressively fuzzier.and staff functions becomes progressively fuzzier.