Organizational Authority (9-2a-d)

Organizational Authority (9-2a-d)




Organizational Authority (9-2a-d)


The authors note that organizational authority is clearly elucidated through an organization’s structure, which made up of a variety of elements. Organizational structure is made up of work specialization, chain command, and span of control, centralization, and formalization, which set out the authority to be exercised by individuals across all organizational levels. The chain of command is particularly important as it is in which the power and authority of an entity is manifested and delegated from the top management to subordinates in the organization (Williams, 2015). The second most integral part pf organizational structures is authority which is termed as the rights to issue commands , taking executive actions and decision-making related to achievement of strategic goals and objectives of the organization (Williams, 2015). In essence, organizational authority has been marked b the presence of a number of dimensions such as chain of command, delegation of power and authority, levels of centralization and line versus staff authority.


From the text, it is evident that the presence of a chain of command remains critical to organizations as it able to delegate duties and responsibilities amongst executives and subordinates in an organization. The text remains effective in communication of the layout and components of an organization’s structure (Williams, 2015). Based on individual experience, I think that hierarchy is critical towards delegation of duties and responsibilities as employees are able to understand the expectations of the organization (Williams, 2015).


It is also important to note that skills as denoted b work specialization also influences the hierarchy of decision-making, responsibilities and authority exercised by an executive or individual in the organization (Williams, 2015). The skills, experience and levels of education remain important factors of consideration in relation to authority and power exercised by all employees in an organization.

In addition, the chain of command is increasingly becoming irrelevant as a majority of organizations opt for work groups in execution of projects and other activities (Williams, 2015). Organizations are increasingly focusing on decentralization of authority and power as a means of enhancing competitiveness in organizations. Employees are provided with favorable levels of independence such that they remain creative, innovative and productive with minimal supervision from the management. The excerpt also provides a discussion of the centralization of authority in organizations, with management reserving the right to make a majority of organizations.

Modern organizations are abandoning autocratic styles of leadership in favor of Liaises faire management approaches to cater to the diverse needs, skills and expectations of employees in the organization (Williams, 2015). Highly skilled employees involved in specialized sections of modern organizations are a challenge to retain, necessitating the need to ensure that they are provided with opportunities to contribute to decision-making within the organization. Inclusion of employees provides a means of motivating them to contribute towards the organization’s intentions of achieving specific goals and objectives.


In essence, for modern organizations to remain competitiveness amidst growing challenges such as market uncertainty, overly competitive financial environments, technological advancement and globalization (Williams, 2015). Enabling employees to make independent decisions that pertain to their roles in the organization may enhance the levels of innovation, creativity and productivity in the organization.



Williams, C. (2015). MGMT 7: Principles of Management. Mason, OH: South-Western Cengage Learning



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