Page 140 - DMGT402_MANAGEMENT_PRACTICES_AND_ORGANIZATIONAL_BEHAVIOUR

Unit 6: Delegation, Authority and Power

6.8 Review Questions Notes

1. Have you been delegated any authority ever? Explain the qualities that you developed
due to being entrusted those responsibilities.

2. What do support more – delegation of operating duties or delegation of authorities and
why?
3. If you are to be promoted to an additional designation of your boss, what would you like
to showcase as a power characteristic to your juniors and why?
4. Is delegation only beneficial? If not, suggest some ways too turn those demerits into
merits.
5. What are the main characteristics you would like to imbibe from the most powerful
authority you have ever interacted wit and why?
6. Who do you find as the most charismatic (a) political leader and (b) entrepreneur and
why?

7. Do you think that power results in authority or is it the other way round?
8. Is balancing a wrong choice made by authorities?
9. What will happen if the boss holding the referent power does hold the positive image?
10. Give examples of external authority. In which situation will they become legal rational
authority?
11. What is more beneficial for an organisation – a charismatic authority or a technical authority
and why?
12. What do you think leads to the other – authority/power and why?

Answers: Self Assessment

1. subordinate 2. decision-making
3. superior 4. Coercive
5. Technical 6. obedience

7. Traditional 8. Cooperative
9. Authority 10. Expert

6.9 Further Readings

Books Elhance D.N. and Agarwal R.D., Delegation of Authority, Bombay, Progressive, 138,
1975.

Kakar S, Authority Pattern and Subordinate Behaviour in Indian Organisations,
Administrative Science Quarterly, September, 1971.
Lotia Chandrakant, Management Problems of Public Sector in India, Bombay,
Manaktalas, P: 60, 1967.
Manjula V Malimath, Dynamics of Power in Organisational Effectiveness, Manak
Publications.

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