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Extra info for Manufacturing management
Sample text
For example, the vice-president in charge of the apparatus group has, under him, a large organization. He would have, below him, both line and staff departments —as would every other man at the head of each department shown in Figure 3-5. GE does have some staff departments (GE calls them service depart- ments) set apart right up at the top: Employee and Community Rela- tions, Public Relations, Management Consulting, and so on. On a chart Generated for Christie, Christina A. org/access_use#pd-google you cannot show just how these tie in with the rest of the organization.
You still have responsibility even after you have passed it down to some- one below you. Passing out responsibility differs, however, from pass- ing out knowledge in that you can take it back. You can relieve a subordi- nate of responsibility. SUPERIORS MUST DELEGATE AUTHOR/TY Responsibility- and authority-should go hand in hand. When you tell a man that it is his job to do something, he can't do it unless you give him authority — probably authority to spend money or authority to tell other people to do things.
The end result is that he has , • not really delegated authority. This is all right when a man is new on the job; he should be supervised closely. Rut a new man should be allowed to go more and more on his own as he learns the job. The trouble is that some bosses never do let their men go ahead on their'own. Some superiors never seem to learn really how to delegate responsi- bility and authority. " So they try to do everything — particularly deciding everything — themselves. Some men seem to feel that they are indispensa- ble if no decisions can be made without them.
Manufacturing management by Franklin G. Moore
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