Authority & Responsibility

Authority is the power to give orders

and get it obeyed or in other words it
is the power to take decisions.
According to Henri Fayol, "Authority
is the right to give orders and the
power to exact obedience."
Authority is the right or power assigned to an executive or a
manager in order to achieve certain organizational objectives.
A manager will not be able to function efficiently without proper
authority. Authority is the genesis of organizational framework. It
is an essential accompaniment of the job of management.
Without authority, a manager ceases to be a manager, because
he cannot get his policies carried out through others. Authority is
one of the founding stones of formal and informal organisations.
An Organisation cannot survive without authority. It indicates
the right and power of making decisions, giving orders and
instructions to subordinates. Authority is delegated from above
but must be accepted from below i.e. by the subordinates. In
other words, authority flows downwards
Features of Authority:
(1) Authority refers to right to take decision due to your
managerial position.
(2) Authority determines superior subordinate relationship. As
subordinate communicates his decisions to subordinate
expecting compliance from him as per his directions.
(3) Authority is restricted by law and rules and regulations of the
organisation.
(4) Authority arises from the scalar chain which links various job
positions.
(5) Authority flows upward as we go higher up in management
hierarchy the scope of authority increases.
(6) Authority must be equal to Responsibility i.e.,
Responsibility means state of
being accountable or answerable for
any obligation, trust, debt or
something or in other words it
means obligation to complete a job
assigned on time and in best way.

Authority and responsibility are

closely related and this principle
states that these two must go hand
in hand. It means that proper
authority should be delegated to
meet the responsibilities.
Responsibility indicates the duty assigned to a position.
The person holding the position has to perform the duty
assigned. It is his responsibility. The term responsibility
is often referred to as an obligation to perform a
particular task assigned to a subordinate. In an
organisation, responsibility is the duty as per the
guidelines issued. McFarland defines responsibility as
"the duties and activities assigned to a position or an
executive".
 Characteristics of
Responsibility
• The essence of responsibility is the obligation of a
subordinate to perform the duty assigned.

• It always originates from the superior-subordinate

relationship.

• Responsibility is in the form of a continuing obligation.

• The person accepting responsibility is accountable for the

performance of assigned duties.

• It is hard to conceive responsibility without authority.

A match should be there between these two
because of two main reasons:--

 Firstly, if a person is given some responsibility

without sufficient authority he can’t perform
better, and also could not accomplish the desired
goal.

 Secondly, if there is excess authority being

delegated to an individual without matching
responsibility then the delegated authority will be
misused in one way or the other.
This is an important and useful principle of
management because if adequate authority
is not delegated to the employees they
cannot discharge their duties with
efficiency and this in turn will hamper the
achievement of the organizational goal.
Sometimes the relation between
management and employees is also badly
effected by non delegation of proper
authority.
Positive impacts of this principle:

 No misuse of authority.
 Helps to complete job effectively and efficiently.
 Individuals can be held accountable.
 Systematized and effective achievement of
organizational objectives.
DELEGATION
Delegation occurs when someone with authority
confers upon another person the power to do a
particular task. Delegation is usually a one-way street
- superiors delegate authority to subordinates.
However, ultimate responsibility for task completion
usually remains the responsibility of the person who
delegated the authority to complete it. For example,
if your boss delegates a task to you, she is likely still
ultimately responsible for making sure that task is
accomplished.
Delegation is an administrative process of getting things done by
others by giving them responsibility. All important decisions are
taken at top level by Board of Directors. The execution is
entrusted to Chief Executive. The Chief Executive assigns the work
to departmental managers who in I urn delegate the authority to
their subordinates. Every superior delegates the authority to
subordinates for getting a particular work done. The process goes
to the level where actual work is executed. The person who is
made responsible for a particular work is given the requisite
authority for getting it done.
O.S. Hiner:
“Delegation takes place when one person gives another the right
to perform work on his behalf and in his name, and the second
person accepts a corresponding duty or obligation to do what is
required of him.”
Characteristics of Delegation:
Inclination is the assignment of authority to subordinates in a
defined area and making them responsible for the results.
Delegation has the following characteristics:
1. Delegation takes place when a manager grants some of his
powers to subordinates.
2. Delegation occurs only when the person delegating the
authority himself has that authority i.e. a manager must possess
what he wants to delegate.
3. Only a part of authority is delegated to subordinates.
4. A manager delegating authority can reduce, enhance or take it
back. He exercises full control over the activities of the
subordinates even after delegation.

5. It is only the authority which is delegated and not the

responsibility. A manager cannot abdicate responsibility by
delegating authority to subordinates.
Delegation of authority is the base of superior-subordinate
relationship, it involves following steps:-
Assignment of Duties - The delegator first tries to define the task
and duties to the subordinate. He also has to define the result
expected from the subordinates. Clarity of duty as well as result
expected has to be the first step in delegation.
Granting of authority - Subdivision of authority takes place when a
superior divides and shares his authority with the subordinate. It is
for this reason, every subordinate should be given enough
independence to carry the task given to him by his superiors. The
managers at all levels delegate authority and power which is
attached to their job positions. The subdivision of powers is very
important to get effective results.
Creating Responsibility and Accountability - The delegation
process does not end once powers are granted to the
subordinates. They at the same time have to be obligatory towards
the duties assigned to them. Responsibility is said to be the factor
or obligation of an individual to carry out his duties in best of his
ability as per the directions of superior. Responsibility is very
important. Therefore, it is that which gives effectiveness to
authority. At the same time, responsibility is absolute and cannot
be shifted. Accountability, on the others hand, is the obligation of
the individual to carry out his duties as per the standards of
performance. Therefore, it is said that authority is delegated,
responsibility is created and accountability is imposed.
Accountability arises out of responsibility and responsibility arises
out of authority. Therefore, it becomes important that with every
authority position an equal and opposite responsibility should be
attached.
DECENTRALISATION
Decentralisation is the process of distributing power away from
the centre of an organisation
Decentralisation means diffusion of authority. The dispersal of
authority of decision-making to the lower level management is
termed as decentralisation. Decentralisation of authority is a
fundamental phase of delegation and the extent to which
authority is not delegated is called centralisation. According to
Fayol "Everything that goes to increase the importance of the
subordinate's role is called decentralisation."
Advantages of Decentralisation:
1. Distribution of burden of top executive—Decentralisation
enables to its executive to share his burden with others at
lower levels because here authority is delegated. The top
executive is relieved of some burden and concentrates his
activities to think for the future of the organisation.

2. Increased motivation and morale — The morality of the

employees are increased because of delegation of authority.
Decentralisation helps to increase employees morale because it
involves delegation. The employees are motivated to work.

3. Greater efficiency and output—Decentralisation gives

emphasis on care, caution and enthusiastic approach to the work
which in turn results in increased efficiency and output. This is
possible because it involves delegation of authority and
responsibility.
4. Diversification of Activities—Decentralisation helps in
diversification of activities. It crests more employment
opportunities because new managers are to be entrusted with
new assignments.

5. Better Co-ordination—The various operations and activities

are co-ordinated in a decentralised set up.

6. Maintenance of Secrecy — Decentralisation enables to

maintain secrecy without much cost and unnecessary trouble.

7. Facilitate effective control and quick decision-

Decentralisation enables to measure the work according to
standard easily and quickly. This facilitate taking up quick
decision.