ng, reviewing each task, reporting on production times, etc. are expected.
As long as it is determined how and when to do it.
(2) The chain of command in the organization is fixed so that there is unanimity of command. This creates mutual relationships and each person is committed to work.
Each officer has got some powers and he distributes some powers among his assistants. Each officer can exercise authority only at his management level.
(4) There should be a balance between authority and responsibility delegated to assistants.
(5) An officer should give his assistants as much authority as he expects from them. Otherwise there is a fear of misuse of the powers obtained by the auxiliaries.
Authority and responsibility are two sides of the same coin. When a manager expects an employee to do a job, it is necessary to give that employee some authority. There can be no responsibility without authority or authority without responsibility. The right to get work done by others is a right. These rights can be of following types.
(1) Positional authority Every person has a fixed position or position in the organization. This position can be at senior or junior level of management. So the limitation of these rights depends on his location.
(2) Power by knowledge The object of conferring power is to make use of the knowledge of the assistant. Delegators perform tasks from others according to their knowledge and skills.
(3) Personal authority This type of authority confers authority on persons or assistants on the basis of their seniority or popularity.
(4) Statutory Powers A power conferred by statute is called a statutory power. For example, if an employee is asked to work overtime, he has a statutory right to receive compensation under the law.
Senior officers delegate their work to their assistants so that their responsibilities do not end but rather increase more than before. His job is to check whether the work of assistants is correct or not. Every officer is responsible to his superior officer for the work assigned to him. A grant of authority can grant a task, also a right to carry it out. But our responsibility or liability cannot be provided.
The devolution process has the following advantages.. (1) Devolution makes the management work smoothly (x) irrespective of the size of the business sector, nature.
(2) Trusting officers to their assistants
Various tasks can be done easily.
(3) Assistants get opportunity to work independently.
(4) Officer’s duties are lightened and seconded
Can focus on important work. (5) An atmosphere of cooperation is created in the organization and continuity is created in the organizational work.
Empowerment is a subjective process and the success of the process depends on the morale, attitude, organizational policy and attitude of the officer. Since management is fundamentally associated with human relations, further difficulties arise in the exercise of authority.
(1) Difficulties caused by authorities: Usually the authorities are not willing to give authority because they have to take responsibility for the success of the organization. Confidence of officers, desire to do all the work themselves, authority to dominate the organization, mistrust of subordinate or secondary employees, resistance to new ideas.
Principles of Delegation of Authority
There are some guidelines for successful empowerment. By following it, the organization can develop properly. These guidelines are as follows. R ALQUAD CAMERA WORKS DIVISION OFFICER Vs
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