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



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



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

--



F ORMAL AUTHORITY THEORY F ORMAL AUTHORITY THEORY

Authority

Traditional Authority

Charismatic Authority

Legal Authority



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



Li ne Authority :Li ne Authority :

Chai n of Command Chai n of Command

President President

Vice Vice--President President

SupervisorSupervisor

EmployeeEmployee



STAFF AUTHORITY STAFF AUTHORITY

Staff Authority

Advisory

Staff

Authority

Concurring

Staff

Authority

Control

Staff

Authority

Functional

Staff

Authority



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



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



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



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



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.

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