Authority and Responsibility Authority the rights a manager has to give out

Authority and responsibility authority the rights a

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with general manager abilites and increases problem of top management control. Authority and Responsibility Authority: the rights a manager has to give out orders and expect those orders to be obeyed. Distributing prohibited | Downloaded by Harsh Patel ([email protected]) lOMoARcPSD|2307097
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MANAGEMENT EXAM NOTES Responsibility: an obligaton to perform assigned dutes Chain of command : the line of authority extending from upper organisatonal levels to lower levels which clarifes who reports to whom Line authority: authority the allows the manager to delegate the work to an employee Staf authority: positons with the same authority that have been created to support, assist and advise those holding line authority Types of Power Coercive power – power based on fear Reward power – power based on the ability to distribute something that others value Legitmate power – power based on one’s positon in the formal hierarchy Expert power – power based on one’s expertse, special skill or knowledge Referent power – power based on identfcaton with a person who has desirable resources or personal traits Span of Control: A number of employees a manager can efciently and efectvely supervise Centralisaton: the degree to which decision making takes place at upper levels of an organisaton Decentralisaton: degree to which lower managers provide input or actually make decisions Formalisaton: how standardized an organisatons jobs are and the extent to which employee behaviour is guided by rules and procedures. 2. Identfy the contngency factors that favour either the mechanistc model or the organic model of organisatonal design Mechanistc model: a structure that is high in specialisaton, formalisaton & centralisaton Organic Model: A structure that is low in specialisaton, formalisaton & centralisaton Contngency factors and structural choice: Distributing prohibited | Downloaded by Harsh Patel ([email protected]) lOMoARcPSD|2307097
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MANAGEMENT EXAM NOTES Strategy - Research shown certain structural designs work best with diferent organisatonal strategies - Flexibility and free fowing informaton in organic structure works well when organisaton is pursuing meaningful and unique innovatons Size - Large organisatons tend to have more specialisaton, formalisaton, centralisaton, rules and regulatons than small organisatons - Once organisaton grows past a certain size, size has less infuence on a structure - Adding 500 employees to an organisaton that has 2000 wont impact the structure much, but adding 500 employees to a organisaton that has 50 is likely to make it more mechanistc Culture - In organisatons with a strong culture, culture can substtute for formal rules and regulatons - The stronger the organisatons culture, the less managers need to worry about rules and regulatons - If organisatons culture is weak, it has a less evident efect on structure Technology - Every organisaton uses technology to convert inputs into outputs - The technology an organisaton has determines which organisatonal structure Environment - Mechanistc structure most efectve in sable environments -
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