Chapter 9 Organizing and Delegating

1. 1 Chapter 9Organizing and Delegating

2. 2 Organizing and Delegating Organizing is the grouping of activities necessary to achieve common objectives Each grouping is delegated to a manager with the authorityto supervise the people performing the activities Both duties must be mastered for supervisor success

3. 3 The Organization Structure The organization structure results from grouped work activities that were assigned to a manager Structure is developed by upper management Supervisors should understand the structure of the entire organization and the role each part plays in order to: Understand the job Work with other supervisors Know what to delegate

4. 4 Organization Charts A series of boxes connected with lines to graphically represent the organization’s structure Shows how the entire organization fits together As the organization becomes larger and more complex, it becomes increasingly difficult to represent all of the relationships accurately

5. 5 Departmentalization The grouping of activities into related work units Types of departmentalization: Functional Product or service Geographic location Customer Process or equipment Time or shift

6. 6 Authority and the Supervisor Authority is the right to issue directives and expend resources It is determined by upper management and implemented through the organization structure There are two major types of authority: Line authority Staff authority

7. 7 Line Versus Staff Authority Line authority is based on the supervisor-subordinate relationship, creating a direct line of authority from top to bottom in the organization Staff authority is used by specialists to support, advise, and help line personnel Most organizations have managers with line authority and managers with staff authority Most supervisors are line managers

8. 8 Line and Staff Conflict Staff specialists resent being advisors to line managers and having no real authority Line managers are often reluctant to listen to staff advice because they have final responsibility for the product or service If the staff specialist is persistent, the line manager resents the interference The specialist who does not persist becomes discouraged because “no one ever listens”

9. 9 Matrix Structure The matrix form of organization creates project teams within the traditional line-staff organization A project combines human and nonhuman resources in a temporary organization in order to achieve a specified purpose Those working on a project are assigned to both the project and their original departments When the project is complete, personnel return to their departments or begin a new project

10. 10 Centralized vs Decentralized Authority Centralization and decentralization refer to the degree of authority delegated by top managers In decentralized organizations, more decisions are made by middle and supervisory managers Organizations are never totally centralized or totally decentralized

11. 11 Empowerment Empowerment is a form of decentralization that gives employees substantial authority to make decisions Supervisors believe employees can perform at high levels Employees are encouraged to accept personal responsibility for their work Empowered employees demonstrate more initiative and perseverance in accomplishing organizational goals

12. 12 Responsibility and the Supervisor Accountability for reaching objectives, using resources properly, and adhering to organizational policy It is almost impossible to hold a supervisory job and have no responsibility Responsibility and supervision go hand in hand Responsibility is not the same as responsibilities

13. 13 Power and the Supervisor Many supervisors confuse power with authority Power is the ability to get others to respond favorably to instructions and orders Authority is the right to command and expend resources Authority goes with a given position or title Power is personal, in that it is a function of the person’s ability to get others to act

14. 14 Supervision Based on Authority Guidelines for the proper use of authority: Parity principle: authority and responsibility must coincide Exception principle: supervisors concentrate their efforts on matters that deviate from the norm and let employees handle routine matters Unity of command principle: an employee should have one and only one immediate boss

15. 15 Supervision Based on Authority Scalar principle: authority flows one link at a time, from the top of the organization to the bottom Span of control principle: the number of employees a supervisor can effectively manage. Span depends on: Job complexity, variety, and proximity The quality of the people filling the jobs The ability of the supervisor

16. 16 Delegating Authority & Responsibility Failure to delegate is the most frequent reason that supervisors fail in their jobs Delegating does not come naturally for many people In its most common use, delegation refers to the delegation of authority Authority is delegated to help the receiving party complete his/her assigned duties

17. 17 Some say that you can delegate responsibility; others say you can’t Some say supervisors can never shed their responsibilities by passing them to employees Others point out supervisors can make their employees responsible for certain actions Delegation does not mean abdication of responsibility by the delegating party Delegating Authority & Responsibility

18. 18 How to Delegate Successful delegation involves three steps: Assigning work Creating an obligation Granting permission (authority)

19. 19 Assigning Work Identify what work should be delegated Decide which subordinates should handle each task Communicate what needs to be done, not how to do it The key to success is making the best use of the skills and resources available

20. 20 Assigning Work Factors to consider when assigning work: The personal relationships involved The effect on others The attitudes of the affected parties Company policies that might be applicable Applicable provisions of a union contract Safety considerations

21. 21 Creating an Obligation Supervisors sometimes expect employees to seek and assume responsibility that they have not been asked to assume This is a test of ambition Telling employees what is expected will get better results Feelings of responsibility cannot be ordered; they must come from within the individual

22. 22 Granting Permission Granting permission can be the most difficult part of delegating. The keys to success: Express confidence in employees’ ability to perform at high levels Design jobs so employees have freedom Set meaningful and challenging goals Applaud good performance Encourage employees to take responsibility for their work

23. 23 Why People are Reluctant to Delegate Many supervisors are promoted from the ranks of operative employees An operative employee’s performance is largely an individual function The performance of a supervisor is dependent on the performance of others Problems occur when the new supervisor doesn’t realize the difference and tries to do everyone else’s job

24. 24 Why Supervisors Hesitate to Delegate If you want something done right, do it yourself It is easier to do it myself Fear of an employee looking too good The human attraction for power More confidence doing detail work Preconceived ideas about employees Desire to set the right example

25. 25 Why Employees Refuse Delegation It’s easier to ask the supervisor to make a decision Fear of criticism Lack of incentive A feeling that the work if beneath them Belief that the supervisor will change it anyway

26. 26 Tasks That Can’t be Delegated Planning activities Assigning work Motivational problems Counseling employees Resolving conflict situations Tasks that have been specifically assigned to the supervisor

27. 27 Practical Tips for Effective Delegation Know your employees’ abilities Don’t be afraid to delegate Practice good communication skills Minimize overlap of authority Let employees decide how to implement their authority Assign related areas of authority and responsibility to each individual Once you have delegated, let employees take over Don’t expect perfection the first time