51  Responsibility and authority: Delegation of authority and decentralization

51.1 Three Linked Concepts

Authority, Responsibility and Accountability form an inseparable triad in organisation theory. Authority is the right to command — to give orders, take decisions and use resources to achieve goals. Responsibility is the obligation to perform the assigned task. Accountability is the answerability for the results of one’s actions. The classic management principle: authority and responsibility must be co-equal — assigning responsibility without authority creates frustration; assigning authority without responsibility breeds abuse. Delegation is the downward transfer of authority by a superior to a subordinate; decentralisation is the systematic and continuous delegation across all levels of the organisation.

51.2 Authority

TipDefinitions of Authority
Author Definition
Henri Fayol “Right to give orders and the power to extract obedience”
Max Weber Legitimate power based on rules (rational-legal authority)
Chester Barnard Authority derives from acceptance by the subordinate (Acceptance Theory)
Koontz Right in a position to make decisions binding on others

51.2.1 Sources of Authority

TipMajor Sources of Authority
  • Formal — from position/office.
  • Legal-rational (Weber) — derived from rules and laws.
  • Traditional (Weber) — based on custom and inheritance.
  • Charismatic (Weber) — based on personal qualities of the leader.
  • Acceptance (Barnard) — subordinate must accept the order.
  • Competence — knowledge-based authority.

51.2.2 Types of Authority

TipAuthority in Organisations
Type Working content
Line authority Right to command subordinates directly (line manager → line worker)
Staff authority Right to advise; no command power
Functional authority Right to control specific function across departments (e.g., HR over recruitment)

51.3 Responsibility

Responsibility is the obligation to perform an assigned task. Key features: - Flows upward — owed to the superior who assigned the task. - Cannot be delegated — the delegate-er remains ultimately responsible. - Must be co-equal with authority. - Arises from acceptance of a task.

51.4 Accountability

Accountability is the answerability for the consequences of actions. It flows upward like responsibility but extends to all stakeholders (board, regulators, public). One can be accountable for results even if some authority is delegated downward.

TipAuthority vs Responsibility vs Accountability
Dimension Authority Responsibility Accountability
Nature Right Obligation Answerability
Direction Flows downward Flows upward Flows upward
Can be delegated? Yes No No
Source Position / law / acceptance Acceptance of task Acceptance of role

51.5 Delegation of Authority

Delegation is “the downward transfer of authority from a superior to a subordinate for performance of specific tasks” (Koontz & O’Donnell). It is essential because no single manager can do everything personally.

51.5.1 Elements of Delegation

TipThree Elements of Delegation
  1. Assignment of responsibility / duty — define the task.
  2. Grant of authority — power to perform.
  3. Creation of accountability — answerability for results.

51.5.2 Principles of Delegation

TipPrinciples of Effective Delegation
  • Principle of functional definition — clearly define duties.
  • Authority-responsibility parity.
  • Unity of command — one boss per subordinate.
  • Scalar chain — delegation through formal hierarchy.
  • Absoluteness of responsibility — delegating authority does not relieve the delegator.
  • Result expectations — define outputs, not methods.
  • Authority level principle — decisions at appropriate level.

51.5.3 Barriers to Delegation

TipCommon Barriers
  • On part of the manager — lack of trust, perfectionism, fear of competition, “I can do it better” attitude.
  • On part of subordinates — fear of failure, lack of confidence, lack of incentive.
  • On part of organisation — unclear job descriptions, poor communication, autocratic culture.

51.5.4 Steps to Effective Delegation

TipEffective Delegation Steps
  1. Define the task and result expectations.
  2. Select the right person.
  3. Provide authority commensurate with task.
  4. Establish accountability.
  5. Train and support.
  6. Monitor without micro-managing.
  7. Recognise and reward performance.

51.6 Centralisation vs Decentralisation

Decentralisation is the systematic delegation of authority throughout the organisation — pushing decision-making power down to operating levels.

TipCentralisation vs Decentralisation — Comparison
Aspect Centralisation Decentralisation
Decision-making Top-heavy Spread across levels
Speed Slower Faster
Uniformity High Lower
Coordination Easier Harder
Subordinate motivation Low High
Suited to Small firms, crisis, uniform tasks Large firms, diverse markets

51.6.1 Delegation vs Decentralisation

TipDelegation vs Decentralisation
Aspect Delegation Decentralisation
Scope Between two persons (superior-subordinate) Organisation-wide policy
Scope of authority Specific tasks Broad range
Reversibility Easily withdrawn Difficult to reverse
Nature Operational Strategic / philosophical
Type of delegation Individual act Systematic pattern of delegation

51.7 Empowerment

Empowerment is a modern extension of delegation — giving employees not just authority but also resources, information, and autonomy to take decisions. Empowerment includes:

TipFour Dimensions of Empowerment (Spreitzer 1995)
  • Meaning — fit between values and work.
  • Competence — sense of capability.
  • Self-determination — autonomy.
  • Impact — sense of making a difference.

flowchart LR
  A[Authority<br/>Right to command] --> D[Delegation<br/>Downward transfer]
  R[Responsibility<br/>Obligation to perform] --> AC[Accountability<br/>Answerability]
  D --> DEC[Decentralisation<br/>Systematic delegation]
    classDef default fill:#003366,color:#ffffff,stroke:#ffcc00,stroke-width:3px,rx:10px,ry:10px;

NoteDistractor warning

PYQ trap: Authority can be delegated but responsibility cannot. The delegator remains ultimately responsible even after delegating authority — Principle of Absoluteness of Responsibility.

51.8 Practice Questions

Q 01TriadEasy

Which of the following **cannot** be delegated?

  • AAuthority
  • BResponsibility
  • CDuty
  • DTask
View solution
Correct Option: B
**Responsibility** cannot be delegated; authority can.
Q 02BarnardMedium

The "Acceptance Theory of Authority" was given by:

  • AMax Weber
  • BChester Barnard
  • CFayol
  • DDrucker
View solution
Correct Option: B
**Chester Barnard** — *The Functions of the Executive* (1938).
Q 03WeberMedium

Match each type of authority with its source (Weber):

Type Source
(i) Rational-legal (a) Personal qualities
(ii) Traditional (b) Rules and offices
(iii) Charismatic (c) Custom and inheritance
  • A(i)-(b), (ii)-(c), (iii)-(a)
  • B(i)-(a), (ii)-(b), (iii)-(c)
  • C(i)-(c), (ii)-(a), (iii)-(b)
  • D(i)-(b), (ii)-(a), (iii)-(c)
View solution
Correct Option: A
Weber: rational-legal (rules), traditional (custom), charismatic (personal qualities).
Q 04ParityMedium

"Authority and responsibility should be co-equal" is the principle of:

  • AUnity of command
  • BAuthority-Responsibility parity
  • CScalar chain
  • DSpan of control
View solution
Correct Option: B
**Parity** principle — A=R.
Q 05Line vs StaffMedium

A staff specialist *advises* the line manager but does not command. The authority of staff is:

  • AFunctional
  • BLine
  • CAdvisory only
  • DUnlimited
View solution
Correct Option: C
**Staff authority = advisory**; line has command authority.
Q 06DelegationMedium

The three elements of delegation are:

  • AResponsibility, authority, accountability
  • BPlanning, organising, controlling
  • CAuthority, communication, command
  • DUnity, scalar chain, span
View solution
Correct Option: A
**Three elements**: assign responsibility, grant authority, create accountability.
Q 07DecentralisationMedium

Decentralisation is best described as:

  • AOne-time delegation between two people
  • BSystematic and continuous delegation across all levels of the organisation
  • CConcentration of authority at top
  • DSame as autocracy
View solution
Correct Option: B
**Systematic delegation organisation-wide**.
Q 08Delegation v DecentralisationMedium

A key difference between delegation and decentralisation is:

  • ADelegation is policy-level; decentralisation is operational
  • BDelegation is between two people; decentralisation is organisation-wide policy
  • CNo difference
  • DDelegation reduces authority; decentralisation increases it
View solution
Correct Option: B
Delegation = operational, between two persons; decentralisation = strategic, organisation-wide.
Q 09AbsolutenessHard

The "Principle of Absoluteness of Responsibility" says:

  • ASubordinate has absolute responsibility
  • BEven after delegating authority, the delegator remains responsible
  • CResponsibility can be delegated
  • DNo-one is responsible
View solution
Correct Option: B
Delegator remains ultimately responsible.
Q 10AccountabilityMedium

Accountability flows:

  • ADownward
  • BUpward
  • CHorizontal
  • DRandom
View solution
Correct Option: B
Accountability — answerability to superior (and stakeholders).
Q 11Functional authorityMedium

When the HR head sets recruitment policy that line managers must follow, the HR head exercises:

  • ALine authority
  • BStaff authority
  • CFunctional authority
  • DNo authority
View solution
Correct Option: C
**Functional authority** — control over a specific function across departments.
Q 12EmpowermentHard

Empowerment goes beyond delegation by also providing:

  • AResources, information, and autonomy
  • BOnly the task assignment
  • CNo authority
  • DOnly oversight
View solution
Correct Option: A
Empowerment = authority + resources + information + autonomy.
Q 13SpreitzerHard

The four dimensions of empowerment (Spreitzer 1995) are:

  • AMeaning, competence, self-determination, impact
  • BAuthority, autonomy, accountability, action
  • CPower, position, presence, performance
  • DSkill, will, drill, fill
View solution
Correct Option: A
Spreitzer's four dimensions of psychological empowerment.
Q 14BarrierMedium

A common *managerial* barrier to delegation is:

  • A"I can do it better" mindset
  • BStrong communication
  • CTrust in subordinates
  • DClear job descriptions
View solution
Correct Option: A
Perfectionism / "I can do it better" — major delegation barrier.
Q 15Effective delegMedium

An effective delegation **must** include:

  • AOnly assignment of duty
  • BAssignment of duty, grant of authority, creation of accountability
  • CDemotion of subordinate
  • DWithdrawal of supervision
View solution
Correct Option: B
All three elements together.
Q 16CentralisationMedium

Which is **not** an advantage of decentralisation?

  • AFaster decision-making
  • BBetter motivation
  • CUniformity of decisions
  • DEmployee development
View solution
Correct Option: C
Uniformity is a *centralisation* benefit.
Q 17ResponsibilityEasy

Responsibility flows:

  • ADownward
  • BUpward
  • CHorizontal
  • DBoth up and down
View solution
Correct Option: B
Responsibility — *upward* to the superior who assigned the task.
Q 18AuthorityEasy

Authority flows:

  • AUpward
  • BDownward
  • CDiagonally
  • DNo direction
View solution
Correct Option: B
Authority — *downward* from superior to subordinate.
Q 19FayolMedium

"Authority is the right to give orders and the power to extract obedience." This definition is by:

  • AHenri Fayol
  • BMax Weber
  • CBarnard
  • DDrucker
View solution
Correct Option: A
**Fayol's classical** definition.
Q 20MatchMedium

Match each concept with its direction of flow / delegability:

Concept Property
(i) Authority (a) Cannot be delegated; flows upward
(ii) Responsibility (b) Answerability to all stakeholders
(iii) Accountability (c) Can be delegated; flows downward
  • A(i)-(c), (ii)-(a), (iii)-(b)
  • B(i)-(a), (ii)-(b), (iii)-(c)
  • C(i)-(b), (ii)-(c), (iii)-(a)
  • D(i)-(c), (ii)-(b), (iii)-(a)
View solution
Correct Option: A
Authority — delegable, downward; Responsibility — not delegable, upward; Accountability — answerability.

51.9 Quick Recall

ImportantQuick recall
  • Triad: Authority (right, downward, delegable), Responsibility (obligation, upward, NOT delegable), Accountability (answerability).
  • Definitions: Fayol — right and power; Barnard’s Acceptance Theory — authority from subordinate’s acceptance; Weber — rational-legal, traditional, charismatic.
  • Types of authority: Line (command), Staff (advisory), Functional (across departments).
  • Delegation elements: (1) Assign duty, (2) Grant authority, (3) Create accountability.
  • Principle of Absoluteness of Responsibility — delegator remains responsible.
  • Authority-Responsibility parity.
  • Decentralisation = systematic, continuous delegation organisation-wide; vs delegation = operational, two-person.
  • Empowerment — Spreitzer’s four dimensions: meaning, competence, self-determination, impact.
  • Barriers: managerial (perfectionism, fear), subordinate (fear of failure), organisational (unclear roles).