1. People in Organisations
Managerial roles and authority

2. Managerial roles
‘A role from which some work has to be delegated to subordinate roles but for which occupant remains accountable to a higher authority for manner in which all of this work is carried out’
Mullins

3. Henry Mintzberg
Managers don’t spend scheduled chunks of time planning, controlling
Disjointed, fragmented
Often on day-to-day basis
Different hats depending on what is going on

4. Henry Mintzberg
Defined 10 x managerial roles, divided into 3 x categories which would be taken appropriately by a manager according to his/her personality, that of their staff and the nature of the task in hand

5. Interpersonal roles Figurehead organisation’s representative
Leader, selecting, training, inspiring
Liaison, communicating outside, building up information exchange system

6. Informational roles Monitor – wider network of contacts
Disseminator- passing on info
Spokesman- transmitting info

7. Decisional roles Entrepreneur Disturbance-handler Resource allocator
seize opportunities, get things done, fixer
Disturbance-handler
Cope with unexpected, rectifying mistakes
Resource allocator
Distributing limited resources efficiently
Negotiator
Bargaining for resources, influence

8. Authority & responsibility
Authority is right to do something, or get others to do it
Responsibility is liability of a person to be called to account for way he has exercised authority given to him. It is an obligation to do something, or to get others to do it

9. Delegation
Delegation is not just a case of getting other people to do the work for you
Ultimately you will remain responsible for the work, so delegating can be a tough task and involves a level of trust in employees

10. Accountability
Duty of individual to report to his superior to account for how he has used his delegated authority and fulfilled his responsibilities

11. Delegation Limitations of work load
Frees boss to concentrate on important aspects
Satisfies expectations of participation in decision making
Grooming for promotion

12. Why reluctant to delegate?
Low confidence in abilities of subordinates
Responsibility for mistakes
Stay in touch
Unwilling to admit capable subordinate
Poor control, feel have to do everything or lose track
Lack of understanding ‘delegation’
Doing ‘easy’ jobs, avoiding difficult tasks

13. Exercise 1
Suggest four ways in which senior management could encourage managers to delegate more

14. Power
Power is the ability to do something, or get others to do it

15. Power Physical power Personal power Resource power Expert power
Access to information
Access to other powerful people
Control over rules & procedures
Resource power
Expert power