organizing 2

By empowering employees, managers can concentrate on important matters and excel in new areas.

It can lead to organisational disintegration if departments start to operate on their own guidelines, which may be contrary to the interest of the organisation.

It enables each company to stay close to its customers, maintain short lines of communication, and accelerate the development of talent.

It reduces the amount of direct supervision required by top management, allowing them to focus on important policy decisions rather than both policy and operational decisions.

Every organisation will be characterised by both centralisation and decentralisation, requiring a balance between these coexisting forces.

Delegation allows employees to develop skills to perform complex tasks and assume responsibilities, improving their career prospects.

It helps to identify those who can fill up more challenging positions through promotions and those who may not be successful in assuming greater responsibility.

The concept of decentralised management.

Decentralisation is the systematic effort to delegate to the lowest level all authority except that which can be exercised at central points.

Being answerable for the final outcome.

The accountability of performance.

Centralised organisations have decision-making authority concentrated with top management, while decentralised organisations share decision-making authority with lower levels of management.

Henri Fayol defined decentralisation as everything that increases the importance of a subordinate’s role, while centralisation reduces it.

Management must carefully select which decisions will be pushed down to lower levels and which will be retained for higher levels.

Through regular feedback on the extent of work accomplished.

Delegation is a compulsory act because no individual can perform all tasks on his own, while decentralisation is an optional policy decision made at the discretion of top management.

To increase the role of subordinates in the organisation by giving them more autonomy.

It implies the delegation of all decision-making functions to the lower level of the hierarchy.

It may make a person ineffective.

Delegation is a key element in effective organizing as it helps in developing and maintaining effective coordination amongst departments, levels, and functions of management.

Decentralisation promotes self-reliance and confidence among subordinates by giving them the freedom to make their own decisions.

Delegation involves more control by superiors, hence less freedom to take own decisions, whereas decentralisation involves less control over executives, hence greater freedom of action.

Delegation defines authority, responsibility, and accountability, helping to avoid overlapping duties and duplication of effort.

To lessen the burden of the manager.

Complete centralisation implies the concentration of all decision-making functions at the apex of the management hierarchy, eliminating the need for a management hierarchy.

It is a philosophy that implies selective dispersal of authority, recognising that people are competent, capable, and resourceful.

Authority arises from a formal position.

Authority flows downward from superior to subordinate.

It may lead to misuse of authority.

It must always be balanced with centralisation in areas of major policy decisions.

Decentralisation refers to the delegation of authority throughout all levels of the organisation, placing decision-making authority nearest to the points of action.

Because as an organisation grows in size and complexity, there is a tendency to move towards decentralised decision-making.

Answerability for the outcome of the assigned task.

The authority granted must be commensurate with the assigned responsibility.

Delegation establishes superior-subordinate relationships, determining the flow of authority and reporting structure.

Delegation has a narrow scope as it is limited to the superior and his immediate subordinate, whereas decentralisation has a wide scope as it implies the extension of delegation to the lowest level of management.

As 190 smaller companies, each focused on a specific medical or product franchise and/or geographic area.

The right to command.

No, accountability cannot be delegated at all.

Accountability flows upward from subordinate to superior.

Delegation provides a ready workforce to take up leading positions in new ventures, aiding in the expansion of the organisation.

Decisions are taken at levels nearest to the points of action, reducing the need for approval from many levels and minimizing the chances of information distortion.

An organisation can be regarded as greatly decentralised when numerous and important decisions are taken by the lower levels.

It recognises the decision maker’s need for autonomy.

Accountability arises from responsibility.

Responsibility flows upward from subordinate to superior.

It allows for performance evaluation at each level, enabling individual assessment of departments.

Delegation builds self-esteem and confidence by entrusting employees with tasks, showing trust and commitment.

Better control systems such as the balance score card and management information system.

It awards greater autonomy to lower levels of management, fostering competition among departments, increasing productivity, and generating more returns for expansion.

Delegation is a process followed to share tasks, while decentralisation is the result of a policy decision by top management.

It combines the advantages of being big with the agility and focus of smaller firms.

The obligation to perform an assigned task.

Yes, authority can be delegated.

No, responsibility cannot be entirely delegated.

Because employees directly involved with certain operations tend to have more knowledge about them than top management.

Responsibility arises from delegated authority.

Authority is delegated, responsibility is assumed, and accountability is imposed.

It provides subordinates with the experience of handling assignments independently, helping them prove their abilities and creating a reservoir of qualified manpower.

Delegation ensures that subordinates perform tasks on behalf of the manager, reducing his workload and providing him with more time to concentrate on important tasks.