Page 32 - DLIS003_LIBRARY ADMINISTRATION AND MANAGEMENT

Unit 2: Library Authority and Communities

from the placement of a person in the library, is called formal authority. Since authority originates Notes
from the position of persons in the library structure, it is also termed as positional authority. It
is the official power, which comes from the positions in the library. In formal authority, authority
stems from the top and is transmitted downwards through the line by the help of delegation of
authority. The authority is highest in the hands of the chairman and lowest in the hands of first
line supervisors.
Acceptance Authority: Another source of authority is acceptance from the sub-ordinates. When
the subordinates accept the authority of the supervisor, it is called acceptance authority. If the
ideas, activities, opinions and procedures are followed by the superiors are accepted by the sub-
ordinates than authority is known as acceptance authority. According to acceptance theory of
authority, authority arises only when the orders are accepted by the subordinates. Authority
flows to librarians through acceptance of his orders by the subordinates. There will be no
authority if the subordinates do not accept his orders. When the subordinates accept the order of
the supervisor because of his personality, it is called charismatic theory of authority. A subordinate
accepts authority because of the following reasons:

1. The subordinate expect some reward by accepting authority.
2. The subordinate wants to avoid disciplinary actions.
3. The subordinate believes that authority is legitimate.
4. The subordinates regard the age and experience of the manager.

Acceptance theory of authority is subject to criticism because it is unreal and gives too much
emphasis on subordinates. 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.
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 four conditions that are present, the lower the probability that authority will
be accepted and obedience be exacted.
Barnard offers some guidance on what managers can do to raise the odds that their commands
will be accepted and obeyed. He maintains that more and more of a manager’s commands will
be accepted over the long term if:

The manager uses formal channels of communication and these are familiar to all
organization members.

Each organization member has an assigned formal communication channel through which
orders are received.
The line of communication between manager and subordinate is as direct as possible.

The complete chain of command is used to issue orders.
The manager possesses adequate communication skills.
The manager uses formal communication lines only for organizational business.
A command is authenticated as coming from a manager.

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