Managerial Authority, Power and Responsibility

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AREAS OF MANAGERIAL AUTHORITY AND RESPONSIBILITY

Authority is the right to make decisions in the course of discharging a responsibility and to require others to accept these decisions and, if necessary, to enforce them (sense of power).

Authority stems from two main sources.

In the first place it owes much to the position which the manager occupies in the hierarchy.

It is of course true that real authority does not come automatically with the entitlement of using a job title, but it is undeniable that a person can be materially assisted by the authority and influence associated with his position.

Having said this, however, it must be recognised that the personal qualities of the individual – his general competence and the confidence which he inspires – are even more important.

Responsibility expresses the obligation a person has to fulfill a task, which he or she has been given.

A person is said to be responsible for a piece of work when he or she is required to ensure that the work is done.

Responsibility is the obligation to use delegated powers.

A very important point that everyone manager has to consider is that managers and supervisors themselves are ultimately responsible for the actions of their subordinates; The term ‘accountable’ is often used.

It is accountability for the performance of specified duties or the satisfactory achievement of defined company objectives. Because responsibility is an obligation owed, it cannot be delegated.

No superior can escape responsibility for the activities of subordinates, for it is the supervisor who delegates authority and assigns the duties.

POWER

is the ability to get things done.It is not something a person 'has' in isolation: it is exercised over other individuals or group.

John French and Bertram Raven identified 5 sources or bases of power

  1. Reward Power

    – is based on one person having the ability to reward another person for carrying out orders or meeting other requirements

  2. Coercive Power 

    – is based on one person's ability to punish another for not meeting requirements, is the negative side of reward power

  3. Expert Power 

    – is based on the perception or belief that a person has some relevant expertise or special knowledge that others do not

  4. Referent Power 

    – is based on one person's desire to identify with or imitate another

  5. Legitimate Power 

    – the power derived from being in a position of authority within the organisation structure

Points of power - John French and Bertram Raven identified 5 sources or bases of power
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