CENTRALIZATION VERSUS DECENTRALIZATION

Date: 2015-10-07; view: 554.

Don'ts

Do's

DELEGATION DO'S AND DON'TS

• Delegate as simply and directly as possible. Give precise instructions.

• Illustrate how each delegation applies to organizational goals.

• Mutually develop standards of performance.

• Clarify expected results.

• Anticipate the questions your employees may have, and answer them in order.

• Discuss recurring problems.

• Seek employee ideas about how to do the job.

• Accentuate the positive rather than the negative. Be supportive. Exhibit trust.

• Recognize superior performance.

• Keep your promises.

• Do not threaten your staff. Effective delegation depends more on leadership skills than on position power.

• Do not assume a condescending attitude.

• Do not merely give answers. Show an employee how to do some­thing and why it is done that way.

• Do not overreact to problems.

• Refrain from criticizing an employee in front of others.

• Avoid excessive checks on progress.

The issues of centralizationand decentralizationinvolve the principle of delegation of authority. When a limited amount of authority is delegated in an organization, it is usually characterized as centralized. When a significant amount of authority is delegated to lower levels in the organization, the business is characterized as decentralized. Centralization and decentraliza­tion are opposites, and there are different degrees of each. In a highly cen­tralized organization, employees at lower levels have a limited range of decision-making authority. The scope of authority to make decisions in decentralized organizations, by way of contrast, is very broad for lower level employees (see Figure 11-11).

One cannot classify all forms of centralization as effective or ineffective. The same applies to decentralization. Each form has its advantages and dis­advantages and is affected by a number of factors. For example, the size and complexity of the enterprise can affect the delegation of authority If an organization is extremely large and diversified, the limitations of expertise will generally lead to decentralization of authority to the heads of these dif­ferent businesses. If speed and adaptability to change are characteristic of the business, it tends toward decentralization. Geographic dispersion also favors decentralization of authority. On the other hand, some organizations have excellent and speedy communications systems that tend to favor the centralization of authority. In situations in which adequate personnel are unavailable, the organization tends to centralized authority.

ADVANTAGES OF CENTRALIZATION

• Closer control of operations.

• Uniformity of policies, practices, and procedures.

• Better use of centralized, specialized experts.

ADVANTAGES OF DECENTRALIZATION

1. Faster decision-making without resort to higher level consultation.

2. Excellent training experience for promotion to higher level management.

3. Decisions better adapted to local conditions.