Decentralization of Managerial Authority Page: 29
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at turd UMmtj of executives to talc® feata pereonal Interest
in -'tha many aapeota concern®d with their jobs* They raay
de si re power tod satisfy thla dealre through having t'.grtat
number of people reporting to them* there Is also fcht danger
of htTing too aatah aupcrvlelon which thwart a eubordlnate aelf-
reliance and Initiative, the optimum epan la determined by
considering tha advantage a of keeping managerial authority
eentrallsed tad weighing thaaa advantage a agalnat tha galna
that would tea raallted If managerial authority wara decentralUed
through da legation*
Managerial apan of control ahould be Increased to tha
point where advantagea of delegation are finally out welghed
because of tha Inereaalng eoata of additional aupervlelon,
adding extra staffs, and communication difficulties.
The value a to be derived from deoant rails lng mantgarltl
tuthorlty through extending the apan of control of managera
dapanda upon eontrlbutlona additional aubordlnataa make to
company proflta and what degree decentralisation fur there
group relationehlpa. tha executive *t*@ delegataa authority
to his aubordlnataa hae mora time to devote to top management
work euoh ta planning* developing new ldeaa, policy-making,
and coordinating actlvltlee*
Dais, HlintllT tM. PawlpplM SMBBM
Stmotor* ( « Xork, 1952), PP. 5*-*.
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Kirkpatrick, Thomas O. Decentralization of Managerial Authority, thesis, 1958; Denton, Texas. (digital.library.unt.edu/ark:/67531/metadc107985/m1/33/: accessed December 11, 2018), University of North Texas Libraries, Digital Library, digital.library.unt.edu; .