1. Organizing And Delegating
CHAPTER 7
Organizing And Delegating

2. The Organization Structure
Organization charts
A series of boxes connected with one or more lines to graphically represent the organization’s structure
It provides an overall picture of how the entire organization fits together
Departmentation
The most common method of structuring an organization
It can be functional or geographic
Authority and the supervisor
The right to issue directives and expend resources
Authority of supervisors is determined by upper level management and implemented through the organization structure
Supervisión y control
M. En C. Eduardo Bustos Farías

3. The Organization Structure
Line versus staff authority
Line authority – based on the supervisor-subordinate relationship; creating a direct line of authority from the top to the bottom of the organization structure
Staff authority – specialists in a particular field used to support and advise line personnel
The largest number of supervisors are usually line managers
Line and staff conflict – staff specialists resent that they are only advisors to line managers, whereas line managers feel that staff always tries to interfere
Supervisión y control
M. En C. Eduardo Bustos Farías

4. The Organization Structure
Centralized versus decentralized authority
The degree of authority delegated by top management
The more freedom the supervisor has to make decisions, the more decentralized the organization
Empowerment is a form of decentralization that gives subordinates substantial authority to make decisions
Responsibility and the supervisor
Responsibility is accountability for reaching objectives, using resources properly, and adhering to organizational policy
The term responsibility refers to job duties or the things that make up a supervisor's job
Power and the supervisor
Power is the ability to get others to respond favorably to instructions and orders
Authority is the right to command and expend resources
Supervisión y control
M. En C. Eduardo Bustos Farías

5. Principles of Supervision Based on Authority
The following are guides to assist the supervisor in the proper use of authority:
Parity principle
Authority and responsibility must coincide
Exception principle
Supervisors should concentrate their efforts on matters that deviate from the normal and let their employees handle routine matters
Unity of command principle
An employee should have one and only one immediate boss
Supervisión y control
M. En C. Eduardo Bustos Farías

6. Principles of Supervision Based on Authority
Scalar principle
Authority flows one link at a time from the top of the organization to the bottom (chain of command)
Span of control principle -- The number of employees a supervisor can effectively mange. The supervisor’s span depends on several factors:
Complexity of the jobs
The variety of the jobs
The proximity of the jobs
The quality of the people filling the jobs
The ability of the supervisor
Supervisión y control
M. En C. Eduardo Bustos Farías

7. Delegating Authority and Responsibility
In common use, delegation refers to the delegation of authority to assist the receiving party in completing assigned duties.
Responsibility can be delegated in the sense of making employees responsible for certain actions, but it does not make the delegating party less responsible.
Supervisión y control
M. En C. Eduardo Bustos Farías

8. Delegating Authority and Responsibility
Successful delegation includes the delegation of both authority and responsibility
Assigning work:
Identify what work should be delegated
Decide which subordinates should handle each task
Communicate what needs to be done, not how
Creating an obligation:
Tell the employee what is expected
Feelings of responsibility come from within the individual
Supervisión y control
M. En C. Eduardo Bustos Farías

9. Delegating Authority and Responsibility
Granting permission (authority):
Empowerment involves giving employees substantial authority to make decisions. The keys to successful empowering are:
Express confidence in employee’s abilities to perform at high levels
Design jobs so that employees have considerable freedom
Set meaningful and challenging goals
Applaud good performance
Encourage employees to take personal responsibility for their work
Supervisión y control
M. En C. Eduardo Bustos Farías

10. Why people are reluctant to delegate?
Most supervisors are promoted from the ranks of operative employees, where performance is an individual function. A supervisor’s performance is almost totally dependent on the performance of others. Problems occur when the new supervisor does not fully realize the difference.
If you want something done right, do it yourself
It is easier to do it myself
Fear of an employee looking too good
The human attraction for power
More confidence in doing detail work
Preconceived ideas about employees
Desire to set the right example
Supervisión y control
M. En C. Eduardo Bustos Farías

11. Delegating Authority and Responsibility
Tasks that cannot be delegated -- The following things normally should not be delegated:
Planning activities
Assigning work
Motivational problems
Counseling employees
Resolving conflict situations
Tasks specifically assigned to the supervisor
Supervisión y control
M. En C. Eduardo Bustos Farías

12. Practical Tips For Effective Delegation
Know your employees’ abilities
Don’t be afraid of over delegating
Practice good communication skills when delegating
Minimize overlap of authority
Give employees some freedom in deciding how to implement their authority
Assign related areas of authority and responsibility to each individual
Once you have delegated, let the employees take over
Do not expect perfection the first time
Supervisión y control
M. En C. Eduardo Bustos Farías