1. GROUP WORK
MR OBERT .O. MONNAOTSILE
MR ROBERT .T. OTLAADISA

2. PRESENTATION LAYOUT
DELEGATION
STEPS OF DELEGATION
AUTHORITY
LINE AND STAFF RELATIONS
AUTHORITY IN A CONSTRUCTION ORGANISATION
CONCLUSION
REFERENCE

3. DELEGATION
Delegation (or deputation) is the assignment of authority
and responsibility to another person (normally from a
manager to a subordinate) to carry out specific activities.
However the person who delegated the work remains
accountable for the outcome of the delegated work.
Delegation empowers a subordinate to make decisions, i.e. it
is a shift of decision making authority from one
organizational level to a lower one.

4. DELEGATION
According to F.C. Moore, "Delegation means assigning
work to the others and giving them authority to do so".
According to Koontz and O'Donnel "the cement that binds the
organisation together is called delegation."
According to Brech “delegation means the passing on to others
of a share in the essential elements of management process”.

5. PROCESS OF DELEGATION
A. Before delegating, the delegator has to decide exactly the duties
which are to be delegated to the subordinate or a group of
subordinates.
B. The second stage of delegation process, the authority is granted by
the delegator to his subordinate (delegate). Authority must be
delegated strictly to perform the assigned duty.
C. In this third stage of delegation process, the subordinate has to
accept or reject the task assigned to him in the first stage along with
the authority given in the second stage.
D. The fourth stage in the delegation of authority is the creation of
obligation on the part of the subordinate to perform duties assigned
to him in a satisfactory manner by using the authority given.

6. PROCESS OF DELEGATION

7. ADVANTAGES OF DELEGATION
The essence of delegation process is empowering someone to
act for the manager. The manager shares his burden of work
with his subordinates through delegation. Thus the manager is
allowed to concentrate on other works.
Delegation allows freedom and expands the wisdom of
subordinates. It enhances the position and status of the
subordinates as they are given powers to exercise.
Organisation grows and expands out of delegation. Delegation
speeds up decision making as power is shared at all levels.

8. ADVANTAGES OF DELEGATION
It motivates the subordinates to do better and perform well.
When a manager is on leave the work is taken by
subordinates and provides continuity in functions.
The behaviour pattern of every individual is improved by
delegation. Granting of freedom to act by the superior shows
the confidence of the superior over tile subordinates.

9. DISADVANTAGES OF DELEGATION
Lack of confidence in subordinates .
Fear of competition.
Conservative and cautious temperament of the manager.
Lack of information : A subordinate may hesitate to accept a
new assignment, when he knows that necessary information to
perform the job is not likely to be made available to him.

10. PRINCIPLES OF EFFECTIVE
DELEGATION OF AUTHORITY
Knowledge of Objectives: Before delegating authority, the
subordinates should be made to understand their duties and
responsibilities.
Parity of Authority and Responsibility: This principle of delegation
suggests that when authority is delegated, it should be commensurate
with the responsibility of the subordinate.
Unity of Command: This principle of delegation suggests that
everyone should have only one boss.
The Scalar Principle: The scalar principle of delegation maintains
that there should be clear and direct lines of authority in the
Organization, running from the top to the bottom.

11. ASPECTS OF DELEGATION
Assigning duties by the executives
Granting of authority
Creation of obligation or accountability.

12. PRINCIPLES OF EFFECTIVE
DELEGATION OF AUTHORITY
Absoluteness of Responsibility: This principle of delegation suggests that
it is only the authority which is delegated and not the responsibility.
Use of Exception Principle: This principle of delegation indicates that
when authority is delegated, it is expected that the subordinate will
exercise his own judgment and take decisions within the purview of his
authority.
Completeness of Delegation: This principle of delegation suggests that
there should be completeness in the process of delegation
Reward for Effective Delegation : This principle suggests that effective
delegation and successful assumption of authority should be rewarded.

13. THE 3 STEPS OF DELEGATION
THE 3 STEPS OF DELEGATION ARE:
Analysis of the task
Make sure that there is a firm understanding of what
needs to be done and why.
Monitoring and checking results.

14. Step 1 Analysis of the task
First and foremost decide if the task is appropriate for delegation.
For instance make sure that it isn’t anything that you alone have
been trained to do.
What is also very necessary for you to bare in mind is that you
must choose the right person for the job, you can’t be biased
towards this sort of thing otherwise it will undoubtedly be your
downfall.
But remember delegation is as much a reflection of you as it is on
the people you delegate to, as it shows your ability to judge
people correctly and can often be a marking that you are capable
of this on a larger scale.

15. Step 2 Make sure that there is a firm
understanding of what needs to be
done and why.
The person or people who give the job to should be fully aware of
any responsibilities and expectations that come with it.
Make sure that they know what sort of a priority this task is and
why they were chosen.
From the beginning state what you expect and what needs to be
achieved, the person or team you have assembled should be
under no pretences about what the results should be and when
the deadline is.

16. Step 3 Monitoring and checking
results
This is a very important part of delegation, even though you
yourself are not now working on the project at hand it is essential
that you take an active interest in how things are going.
If something does go wrong in the project make sure that you
understand what went wrong and why it happened, so you will
be able to rectify the problem and hopefully stop it from
reoccurring.
When your team or delegate has finished the job successfully
make sure to let them know that they have done a good job and
that their efforts are appreciated.

17. AUTHORITY
Authority is the right to perform or command. It allows its
holder to act in certain designated ways and to directly
influence the actions of others through orders.
Barnard defines authority as the character of communication
by which an order is accepted by an individual as governing the
actions that individual takes within the system.

18. Barnard maintains that authority will be accepted only under the
following conditions:
The individual can understand the order being communicated.
The individual believes the order is consistent with the purpose
of the organization.
The individual sees the order as compatible with his or her
personal interests.
The individual is mentally and physically able to comply with the
order.
The fewer of these 4 conditions that are present, the lower the
probability that authority will be accepted and obedience be
exacted.

19. TYPES OF AUTHORITY
Line Authority
Staff Authority
Functional Authority

20. TYPES OF AUTHORITY

21. LINE AUTHORITY
The most fundamental authority within an organization reflects existing
superior-subordinate relationships. It consists of the right to make
decisions and to give order concerning the production, sales or finance
related behaviour of subordinates
In which individuals in management positions have the formal power
to direct and control immediate subordinates.
People directly responsible for these areas within the organization are
delegated line authority to assist them in performing their obligatory
activities.

22. STAFF AUTHORITY
 Staff authority consists of the right to advise or assist those who
possess line authority as well as other staff personnel.
Granted to staff specialists in their areas of expertise. Narrower
than line authority and includes the right to advise, recommend, and
counsel in the staff specialists' area of expertise.
Staff authority enables those responsible for improving the
effectiveness of line personnel to perform their required tasks.

23. ROLE OF STAFF PERSONNEL
Harold Stieglitz has pinpointed 3 roles that staff personnel typically
perform to assist line personnel:
The Advisory or Counseling Role: In this role, staff personnel use
their professional expertise to solve organizational problems. The staff
personnel are, in effect, internal consultants whose relationship with
line personnel is similar to that of a professional and a client.
The Service Role: Staff personnel in this role provide services that can
more efficiently and effectively be provided by a single centralized
staff group than by many individuals scattered throughout the
organization. This role can probably best be understood if staff
personnel are viewed as suppliers and line personnel as customers.
The Control Role: Staff personnel help establish a mechanism for
evaluating the effectiveness of organizational plans.

24. LINE AND STAFF RELATIONS
Line and Staff personnel must work together closely to maintain
the efficiency and effectiveness of the organization.
A plant manager has line authority over each immediate
subordinate, human resource manager, the production manager
and the sales manager.
However, the human resource manager has staff authority in
relation to the plant manager, meaning the human resource
manager has staff authority in relation to the plant manager,
meaning the human resource manager possesses the right to
advise the plant manager on human resource matters.
Still final decisions concerning human resource matters are in the
hands of the plant manager, the person holding the line authority.

25. LINE AND STAFF RELATIONS

26. CONFLICT IN LINE AND STAFF
RELATIONSHIP
From the view point of line personnel, conflict is created
because staff personnel tend to
Assume Line Authority
Do not give Sound Advice
Steal Credit for Success
Fail to Keep line personnel informed of their activities
Do not see the whole picture.

27. CONFLICT IN LINE AND STAFF
RELATIONSHIP
From the view point of Staff Personnel, conflict is created because
line personnel do not make proper use of staff personnel, resist new
ideas and refuse to give staff personnel enough authority to do their
jobs.
Line personnel can do their part to minimize line staff conflict by sing
staff personnel wherever possible, making proper use of the staff
abilities, and keeping staff personnel appropriately informed.

28. FUNCTIONAL AUTHORITY
Functional authority consists of the right to give orders within a
segment of the organization in which this right is normally
nonexistent.
This authority is usually assigned to individuals to complement the
line or staff authority they already possess.
Functional Authority generally covers only specific task areas and is
operational only for designated amounts of time. It is given to
individuals who, in order to meet responsibilities in their own areas,
must be able to exercise some control over organization members in
other areas.

29. ELEMENTS TO ACHIEVE A
SUCCESSFUL PROJECT
There are three key elements that form the backbone for
achieving any success in project management. They are:
Authority: The legitimate power given to a person in an
organization to use resources to reach an objective and to
exercise discipline.
Accountability: Being answerable to one's superior in an
organization for the exercise of one's authority and the
performance of one's duties.
Responsibility: The duties, assignments, and accountability
for results associated with a designated position in the
organization.

30. AUTHORITY IN CONTRUCTION
In construction, the authority having jurisdiction (AHJ) is the
governmental agency or sub-agency which regulates the construction
process.
During the construction of a building, the municipal building
inspector inspects the building periodically to ensure that the
construction adheres to the approved plans and the local building
code.

31. AUTHORITY IN CONTRUCTION
Once Construction is complete and a final inspection has been passed,
an occupancy permit may be issued.
An operating building must remain in compliance with the fire code.
The fire code is enforced by the local fire department.
Changes made to a building that affect safety, including its use,
expansion, structural integrity, and fire protection items, usually
require approval of the AHJ for review concerning the building code.

32. CONCLUSION
Successful delegation is important to successful project management.
Delegation is a win when done appropriate how ever that does not mean
that you can delegate just any thing. It allows you to make the best use of
your time and skills and help other people in the team grow and develop
to rich there full potential in organization. When delegating consider
strength and weakness of team members. Authority denotes right to
make decision and command the subordinate to conform these decision.
Before delegating authority the subordinates should be made to
understand their duties and responsibility.

33. REFERENCE
http://www.citeman.com/4733-line-and-staff
authority.html#ixzz28AM3YtFN
http://www.bing.com/search?q=the%203%20steps%20of
%20delegation&pc=conduit&ptag
http://www.see.ed.ac.uk/~gerard/Management/art5.html
http://commons.wikimedia.org/wiki/File:Project_Management_(phases).png