DELEGATION OF AUTHORITY

Delegation of authority is the key of effective management. In order to have control, the
manager must have authority. Authority is the power of an administrator to delegate functions to the
next ranking executive, who in turn transmit it to employees who are charged with the actual
operations.

Authority however, should have definite limitation to avoid confusion. The authority vested
upon an executive should preferably be in writing. It should be interpreted clearly to avoid
misunderstanding between the boss and the subordinates.

When a work is given, it must be within the paths of authority. But before giving an order, it
should be determined first if it is necessary, properly interpreted, whether the proper authority is
behind it.

Delegation of a task to a subordinate is a manifestation of faith and confidence towards the

ability of a subordinate. It gives the subordinate an added responsibility and authority, which will be his
tools for growth and improvement. However, subordinates must be trained and prepared for the job
before the additional assignment is given. Otherwise, he may refuse a delegated work if he believes that
he is not prepared for the new task.

Justifiable raise and commendation should be given the deputy for a work well done.
Recognition is a basic human desire and is an incentive for further achievement. This is one of the means
for executive development and or building morale.

RESPONSIBILITY AND AUTHORITY DEFINED

One famous professor on administration defines responsibility as “Hell” without authority.
There are people who constantly seek for authority, but evade responsibility. This is called buck passing.
Authority and responsibility must go together. But authority cannot be delegated completely. It can only
be shared.

The president may delegate any or part of his authority because he must share if he expect to
get the necessary counsel of experienced or specialist workers in the company. On the other hand,
advises which are feed by persons who do not share in the responsibility is of questionable value.

Yet, even with the aid of responsible consultants, there is always that element of risk in
decisions. The true experts will be the first to admit the possibility of error in his recommendations.
Who will assume the risk? And who will make the decisions? Probably the best answer is that, decisions
should result from the pooling of judgment of those who share in the responsibility and authority under
the situation in question. The president or manager is still held responsible for the action and liabilities
of the company, including the cause of strikes due to labor disputes.

PERSONNEL COORDINATION

The company organization is also dependent upon the special liabilities and skills of personnel to
perform the work. This is true particularly in the establishment of leaders, supervisors and foremen. Two
factors are significant.
 1. The need for close supervisor as judged by the skill of the workers and the difficulty of the
operations.
2. The availability of experienced and trust worthy personnel capable of acting in supervisory
capacity.
The shortage of people who are capable of leadership and supervision of other is one of the biggest
difficulties encountered by companies, and this may be due to:

1. Lack of incentive in the supervisory positions.

2. Inadequate or ineffective recruitment of those possessing potential leadership ability.
3. Insufficient training of present and potential supervisory personnel.

Virtually, project construction bring together people with diverse knowledge and skills. Most of the
workers associate with the project for less than its work duration. Some go from one project to another
as their services is needed while others are on loan either on a full time or part time basis from their
regular job. This is usually the case when special projects exists within the framework of a more
traditional organization.

People with special knowledge and abilities are selected to work on special project. Some
workers on the other hand, are not so eager to join a project because it may mean working for two
bosses, disruption of friendship and daily routine and risking him possibility of being replaced on the
project job. Aside from these, there is a fear of being connected with unsuccessful project which might
affect adversely their career advancement. On several instances, when a project is phased out and the
project team disbanded, team members tend to drift away from the organization for lack of new project
and the difficulty is returning back to the former jobs.

Some workers want to associate with more dynamic environments. They like challenges of
working under pressure and solving new problems. To them, project offers an opportunity to meet new
people and increasing opportunities especially if the project is a successful one. And being connected
with the project they gained status among fellow workers aside from the increased of their tag rice.
Finally, working on projects inspires a team spirit, increasing their morale and motivation to achieve
successful completion of project goals.
SCIENTIFIC MANAGEMENT

Scientific management is a theory of management that analyses and synthesizes

workflows.

Frederick W. Taylor

Peculiarities of task management theory:

1. Division of labor and specialization

2. Unity of command and centralization of decision

making

3. One way authority

4. Narrow span of control.

Carl G. Barth

He introduced to the world the use of research mathematics,

which he merged with hos knowledge of machine tools.
Henry L. Gantt

Gantt contributed to the recognition of worker

psychology, the development of bonus plan, and the
charts used in production scheduling.

It is a descriptive of the work of functional staff responsible for activities such as:

• Incentive standard

• Methods analysis

• Quality control

• Production control

• Material handling

To be effective is the job of the executive. He is first of all expected to get the right things
done. To be effective executive, Engineers has five habits in mind.

1. They know where their time goes.

2. They focus on outward contribution.

3. They build on strengths.

4. They concentrate on a few major areas where superior performance will produce
outstanding results.

5. Engineers finally make effective decisions.

Work Simplifications

It is the conscious seeking of the simplest, easiest, and quickest method of doing work.
HUMANISTIC MANAGEMENT

In this topic, the management philosophy adopted by Konusuke Matsuhita, the founder of
Panasonic Corporation of Japan was presented to know the secret of his business success. Their
management anchored on the following principle:

1. We have a good staff.

2. Our policies were clear.

3. We upheld an ideal to striven for.

4. Our chosen field of business was appropriate at the time.

5. We did not allow factions to form within our company.

6. We regarded the company as a public institution.

7. We followed a policy of open management.

8. We worked towards a system of management by all employees.

FIVE KEY POINTS TO SUCCEES IN ENTERPRISE MANGEMENT

1. To have a clear management philosophy, clear goals, and definite ideals.

2. To manage a company with the full realization that every enterprise is a public enterprise.

3. To practice open management.

4. To collect wisdom of the many.

5. To try your best to acquire an unflappable and supremely adaptable mind to enable you to see
things as they actually are without clinging to preconceived notions.

The first and most important requirement for a good management according to Matsushita, is
to clarify the management philosophy, goals, and ideals. The manager of the company must be clear in
his own mind about what tends to conduct business and what concrete goals he should establish for it in
the ensuing years. Good management requires something more a vision or ideal of what the company is
and should be. In addition to a short term view of the company, it is important for good manager to
have well define long-range goals for the company.

The next key to success is to think of an enterprise as a public institution. Even though they be
private enterprises in the formal legal sense, nonetheless all of them should be considered to be
essentially public since the objective for any enterprise is the contribution it makes to improve the life of
the community.
 The third key to success is open management. A system of open management does not give the
manager any opportunity to do something dishonest with impunity, for he cannot hide his deeds.
Therefore, it serves as a self-control mechanism for managers who are after all, still humans. A
dedicated and morally upright attitude of a manager sends a persuasive message to his employees. They
too must be careful to act properly at all times. Open management not only encourages employees to
work harder but also makes the manager and his employees realize that dishonest acts are absolutely
inexcusable.

The forth key to success is the collective wisdom of all its employees. There are distinguished
managers who always think things out for and by themselves, decide by themselves, and act by
themselves. They may be dramatically successful for a while, but in long-term view, such dictatorial
managers find difficulty in being truly successful in management. To collect wisdom by consulting with
one’s employees is a good way to increase employee morale and motivation.

The manager cannot function as a manager unless he can assess data calmly and make
successful projections. He cannot allow himself to be influenced by his own interacts or personal
feelings. Managers as human being have prejudices and preconceived ideas and tend to adhere to one
way of thinking out of habit.

According to KONUSUKE MATSUHITA, for a corporation to achieve its objective, it must above
all else, succeed in cultivating its human resources.

1. People-first business philosophy.

2. Every employee must learn to think like business manager, and every employee must share his
knowledge with others while striving to explore new and better ways to perform his duties.

3. The company is looked upon as a lifetime education center or a training center for life.
DIRECTING PEOPLE ON THE JOB

To get your people to follow as you want them to do promptly, and willingly, learn the art and
techniques involved in giving orders effectively and practice using them correctly until you become
skilled in giving orders effectively. Before you can expect to give orders effectively, you must understand
exactly what an order is and the different kinds of order you can use.

What is an Order?

An order is a specific message conveyed by a leader to follower for the purpose of influencing
the follower to take desired action. Orders are either verbal or written.

When to use verbal orders?

1. When the order is simple and the message can be clearly heard.
2. When privacy is important.
3. When the follower is intelligent and reliable.
4. When a demonstration is involved.

When to have written orders?

1. When precise figures or complicated details are involved.

2. When orders must be passed on to someone else.
3. When the workers involved are slow to understand and forgetful.
4. When you want to hold the receiver strictly accountable.
5. When particular sequence must be followed exactly.
6. When a notice board can be suitably used.
7. When you are quoting general instructions on higher authority.
8. When a record is desirable, perhaps the order may be need to be referred to in the future.

Whether verbal or written, every order will fall into one of four distinct categories such as:

1. A request
2. A suggestion
3. Asking for volunteers
4. A direct order

Guiding principles on how to phrase orders effectively:

1. Clear
2. Complete
3. Concise
4. Acceptable

a. You make your order justified when you explain why the action must be taken.
b. To make your order tactful you deliver it in a way that will not adversely affect your relationship
with the receiver.
c. To make the order challenging, present it to him in a way that makes him see it is a worthwhile
challenge to his knowledge, skill and experience.
d. Give sufficient authority. This is very important.

To make sure you that you constantly give orders which are clear, complete, concise and acceptable,
always remember that every order has three meanings:

1. The meaning you think you convey.

2. The meaning you do convey, directly and by implication.
3. The meaning the receiver thinks you convey.