管理英语PPT Unit 11.pptx

Unit 11 Decision-making Q: How can different departments and levels function together to achieve the organization’s objectives? This question involves the authority relationship and scope in the organization. In this unit, we will discuss the issue of authority relationship and the matter of centralization and decentralization. I. Authority. Power and Responsibility II. Line, Staff and Functional Authorities III. Centralization and Decentralization I. Authority, Power and Responsibility T or F Authority is closely linked to the personal characteristics of the individual manager. The authority is only related to one’s position in the organization. 3. When managers delegate authority, they must allocate commensurate responsibility. Definitions: 1. Authority: refers to the rights inherent in a managerial position to give orders and expect the order to be obeyed. 2. Power: is an individual’s capability to influence the beliefs or actions of other persons of groups.(a much broader concept than authority) Responsibility: means an obligation to perform assigned activities. Allocating authority without responsibility creates opportunity for abuse, and no one should be held responsibility for something over which he or she has no authority. 2. Authority Vs. Power Employees without a managerial position may also have certain power to influence decisions. Because he or she has considerable influence over whom the boss will meet and when. According to Stephen P. Robins, the assistant is close to the power core. Authority has only functional (horizontal) and hierarchical (vertical) dimensions. \ Besides functional and hierarchical dimensions, power also include a third dimension called centrality. Two ways for a person to move toward the power core: One is to rise in the authority levels; The other is to move inward horizontally. 3. Bases of power John French and Bertram Raven have indentified five sources of power: Coercive Power(强制权)： is the power based on