Presented by Anuj & Manjeet

Power

is the ability of individuals or groups to induce or influence the beliefs or actions of other persons or groups.
is the function of dependency.

Power

French & Raven have identified five sources or base of power:

Coercive

dependent on fear.

Power- A power base that is

Reward

on the ability to distribute rewards that view as valuable.

power- Compliance achieved based

 Legitimate

The power a person receives as a result of his position in the formal hierarchy of an organization. or knowledge.

Power-

Expert

power-

Influence based on special skills

Referent

Influence based on possession by an individual of desirable resources or personal traits

Power-

AUTHORITY is the right in a position to exercise discretion in making decisions affecting others.

Line Authority: The authority of those managers directly responsible, throughout the organizations chain of command, for achieving organizational goals. Staff Authority: The authority of those groups of individuals who provide line managers advice and services. Functional Authority: The right delegated to an individual or a department to control specified processes, practices, policies or other matters relating to activities undertaken by persons in other departments.

=R P > R R > P

Empowerment that employees, managers, or teams at all levels in the organization are given the power to make decisions without asking their superiors for permission. It requires everyone to take responsibility for their actions, illustrated as follows:

Delegation is the assignment to another person of formal authority (legitimate power) and accountability for carrying out specific activities.

 Causes

employees to accept accountability and exercise judgment. Improves self confidence and willingness to take decision. frequently leads to better decisions. Speeds up decision making.

 Sometimes

Managers are disorganized or inflexible to delegate work effectively. Insecurity & confusion about who is ultimately responsible for a specific task. Some Managers fear that delegating authority reduces their own authority. Some employees want to avoid responsibility and risk.

Decide which tasks can be delegated. Decide who should get the assignment. Provide sufficient resources for carrying out delegated task. Delegate the assignment. Be prepared to run interference, if necessary. Establish a feedback system.

Decentralization is the tendency to disperse decision-making authority in an organized structure. It requires careful selection of which decision to push down the organization structure and which to hold near the top.

Centralization of authority that was once decentralized; normally not a complete reversal of decentralization, as the authority delegated is not wholly withdrawn.

Relieves top management of some burden of decision making Gives managers more freedom and independence in decision making Promotes establishment and use of broad controls that may increase motivation Makes comparison of performance of different organizational units possible Aids in adaptation to fast-changing environment

 Makes

policy Increases complexity of coordination of decentralized organizational units May result in loss of some control by upper level managers May be constrained by inadequate planning and control systems Can be limited by the lack of qualified managers

it more difficult to have a uniform

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