Decentralization of Managerial Authority Page: 75
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$• A EH®an® for measuring perfomance 'had to be sa-
In suncuarizlni; this chapter, it may be said that there
are many reasons which Indicate a basis for greater de-
cent ralization of managerial authority. But the road to
decentralization is not an easy one. Along it will be found
resistance in various forms. Corporation tradition where
managers grew in status under one-man supervision is likely
to perpetuate itself in future executives. Delegation of
decision-making may be costly. There are training expenses
and possible losses from mistakes made by junior executives.
Finally, delegation end decentralization of authority may
lEply a loss of prestige and power to some executives and
may be strongly resisted.
fh# size of a corporation usually indicate# that? de-
centralization ie being carried on to some extent. But the
factor which comes nearer making decentralization work is
the attitudea of top management or their philosophy of
delegating authority to trained subordinates so that these
subordinates may be managers in the real sense of the word.
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Kirkpatrick, Thomas O. Decentralization of Managerial Authority, thesis, 1958; Denton, Texas. (digital.library.unt.edu/ark:/67531/metadc107985/m1/79/: accessed December 16, 2018), University of North Texas Libraries, Digital Library, digital.library.unt.edu; .