It is not a real authority in the sense that a staff manager does not order or

It is not a real authority in the sense that a staff

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is granted to staff specialists in their areas of expertise. It is not a real authority in the sense that a staff manager does not order or instruct but simply advises, recommends, and counsels in the staff specialists' area of expertise and is responsible only for the quality of the advice (to be in line with the respective professional standards etc.) It is a communication relationship with management. It has an influence that derives indirectly from line authority at a higher level.Organizational authorityflows downthe vertical hierarchy from top to bottom as managers at the top of the hierarchy possess more formal power than those at the bottom of the hierarchy. Since organizational authority is based on one's position, it stands to reason that all those in the same position have the same authority. Subordinates accept organizational authority because they believe that managers have legitimate rights to issue ordersFront Line vs Staff -- Front line authoritygives managers the formal power to direct & control immediate subordinates and the person issuing the orders is responsible for the result.Staff Authorityis granted to staff specialists in their areas of expertise. Not real authority in the sense that a staff manager does not order or instruct but simply advises, recommends, and counsels in their area of expertise and is responsible only for the quality of the advice
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Chain of Command–a type of organization chart which shows the authority-responsibility relationships. A chain of command means that orders, information, etc. does not go straight from the top executive to the front line worker--it goes down through consecutively lower managers until the worker's supervisor relays the order or information. When a chain of command exists, typically the highest executive does not interact with the lowest worker, and the lowest worker does not go to the top executive about his concerns. An employee must work up, or down through the chain of command. For instance, if a manager sees the subordinate of a supervisor doing something inappropriate, he would tell the supervisor, not the subordinate directly.The scalar principlestates that every organization needs to have a clear line of authority from the top of the organization to the bottom. The scalar principle is also known as the chain of command principle, and basically states that there needs to be a clear-cut established chain of command.An organization with a decentralized chain of command disperses the authority to include lower levels of mgmt instead of concentrating power at the top. A decentralized organization disperses authority. No organization is either fully centralized or decentralized.POWER- the ability to influence others in an effort to achieve a goal - also defined as the capacityto either produce or prevent change.Leaders derive power from their followers.Managers derive power from their positions.Reward Power - inducements offered by the manager in exchange for contributions to the job (pay increases, preferred schedules). Reward power is derived from the number of positive
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  • Winter '12
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