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Lesson 5-Coordination, Responsibility, Authority, and Motivation

The document discusses key concepts related to coordination, responsibility, authority, and motivation in organizations. It provides definitions and characteristics for each concept. Coordination involves integrating activities to achieve goals. Responsibility is the obligation to perform tasks assigned by superiors. Authority is the legitimate right to direct others. Motivation refers to internal and external factors that drive employee behavior toward goals.

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43 views19 pages

Lesson 5-Coordination, Responsibility, Authority, and Motivation

The document discusses key concepts related to coordination, responsibility, authority, and motivation in organizations. It provides definitions and characteristics for each concept. Coordination involves integrating activities to achieve goals. Responsibility is the obligation to perform tasks assigned by superiors. Authority is the legitimate right to direct others. Motivation refers to internal and external factors that drive employee behavior toward goals.

Uploaded by

jerick b. Culaniban
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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Coordination, Responsibility,

Authority, and Motivation.


Coordination

 Coordination is a major element of an organization.


 It achieves unity of action and harmonization of efforts of people and
departments to achieve goals.

 It is the essence of all management functions.


 It is the responsibility of all managerial levels.
 Coordinating can be described as the process of linking together the
activities of various departments and people to achieve unity of action
and harmonization of efforts for the accomplishment of organizational
goals
Coordination

 Stoner and Others:


Coordination is the integration of the activities of the separate
parts of an organization to accomplish organizational goals

 W. H. Newman:
Coordination deals with synchronization and unifying the
actions of a group of people towards common objectives.
Coordination

 Stoner and Others:


Coordination is the integration of the activities of the separate
parts of an organization to accomplish organizational goals

 W. H. Newman:
Coordination deals with synchronization and unifying the
actions of a group of people towards common objectives.
Coordination is an ongoing continuous process.

It is a dynamic concept

™It is a conscious and deliberate effort

™It is a pervasive function as it is performed at all


levels of management
™It provides unity of action for harmonization of
Features/Nature
efforts to achieve goals
of Coordination
™It is goal-oriented; it aims to achieve overall
organizational goals
It integrates activities of individuals
and department

™It is a complement, even a


counterbalance, to the division of
work and job specialization.
™It can also occur among people
Features/Nature
working at different organizations.
of Coordination
Responsibility

 Responsibility means the obligation of a subordinate to obey


orders.

 It is a subordinate’s obligation to whom a duty has been


assigned to perform the duty.

 It is performing of assigned job.


 Its essence is then obligation. It arises from the superior-
subordinate relationship.

 It is person-specific. The person assumes it.


 It arises from the fact that someone has the authority to require
a specified service from another person.

 It may be a continuing obligation or it may be discharged by a


single action
Responsibility

 Jo Lo Massie:
Responsibility refers to the obligation or duty of a person to
act

 S. P. Robbins:
Responsibility is the obligation to perform delegated duties
and tasks.
 It is an obligation to perform a job
 ™It arises from the superior-subordinate relationship

Characteristics  ™It is person-specific


 ™It is assumed and cannot be delegated
of  ™It flows upward in the hierarchy
Responsibility  ™It is commensurate with authority
 ™It can be a continuing or one-shot obligation
Authority

 Authority is a form of power.


 It is the right to give order or decide.
 It is assigned to positions and departments.
 It is a legitimate power.
 It is the right to influence the actions of
subordinates to achieve goals.
Authority

 Henry Fayol:
Authority is the right to give orders and power to exact
obedience

 H. A. Simon:
Authority may be defined as the power to make decisions,
which guide the actions of another.
Features/Characteristics of Authority

 It is the legitimate right to give orders.


 It is the right to make decisions and use research.
 It can be delegated to subordinates.
 It can be added, reduced, and withdrawn.
 It is related to the portion in the organizational hierarchy
 It is specified in the job description of an employee
 It is maximum at the top level and minimum at the bottom level of
management
Features/Characteristics of Authority

 Use of authority is determined by the personality factor of the possessor


 Use of authority may control the negative aspects or behavior
 Authority can be line authority, staff authority, or functional authority
 It is goal oriented
Base Authority Responsibility
Meaning It is a legitimate power to give order It is an obligation to obey order

Difference Nature It is position-specific It is person-specific

between Authority Flow It flows downward: maximum at top


and minimum at bottom
It flows upward

and Delegation It can be delegated; added, reduced,


and withdrawn.
It cannot be delegated.
It cannot be greater than authority.

Responsibility Life span It is continuous with position It comes to end after job performance

Accountability Accountability arises after use of It has implied accountability for satisfactory
authority performance of job

Source Its source is law of contract, acceptance Its source is superior-subordinate


by subordinates relationship. It commensurate with
authority
Motivation

 The term motive is derived from the Latin word “movere”


which means to move. Thus, motivation literally means to
act or move.
 It is an inner impulse that includes a person to act in a
desired way.
 It is a set of forces that cause people to behave in a certain
way.
 In an organizational setting, motivation means to make an
employee act in a desired and favorable manner.
 It is the act of stimulating someone or oneself to get a
desired course of action.
Motivation

 Stoner and others:


Motivation is a human psychology characteristic that
contributes to a person’s degree of commitment. It includes the factors
that channel and sustain human behavior in a particular committed
direction.

 Luthans:
Motivation is a process that stands with a physiological or
psychological deficiency or need that activates a behavior or a drive that
is aimed at a goal or incentive.
Characteristics/Nature of Motivation

 Motivation is a pervasive function.


 It is performed by employees at all levels
 It is always goal-oriented. It involves the effort to achieve goals
 It is a psychological process.
 It is concerned with an individual’s needs, motives, drives, and other internal
status.

 It is complex and unpredictable due to the presence of individual difference


Characteristics/Nature of Motivation

 It is concerned with total individuals, not the part of individual


 It is situational because motivation differs from person to person and from
time to time

 It can be positive or negative.


 Positive motivation is rewarding whereas negative motivation is based on
punishment

 It can be intrinsic (self-generated) or extrinsic (generated by external


incentives)

 It is a continuous process
I. Maslow’s hierarchy of needs

II. Herzberg’s hygener factors and motivation


Theory of Motivation

III. Alderfer’s ERG theory

IV. Meclelland’s theory of learned needs

V. Theory X and Theory Y

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