Decentralization of Managerial Authority Page: 86
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1*. Giving subordinates the opportunity to participate
In de c 1 elon-making should not aerloualy threaten to under-
nine any formal authority that managera poaaeaa. In «>ae
eases it ia possible that participation may oauaa subordinates
to question the competence of their manager or a case may
ariae where euhordinatea ware correct in their deeiaiona while
the ultimate decision of the manager was in disagreement with
theIra and proven to be Incorrect.
5. the provision of opportiraltiea for participating
in decision-making ahould not allow lesks of information to
>• made to competitors. If participation ia to he achieved,
such leaka need to he avoided*
6* Channels of coanuni cation need to be eattbllAid
through which employee a receive and dispense information In
the decision-making process, These channels need to he ■■
continuously available for subordinated use, and they need
to be both convenient and practical.
?• For participation in decislon-maklng to be effective,
efforts need to be made in educating subordinates of the
purpose and function of decentralisation of authority and
how it applies to realising the overall objectives of the
Decentralisation of decision-making authority may be
made on a group basis where tha members of a work group are
9Ibld.. pp. 226-227.
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Kirkpatrick, Thomas O. Decentralization of Managerial Authority, thesis, 1958; Denton, Texas. (https://digital.library.unt.edu/ark:/67531/metadc107985/m1/90/: accessed March 24, 2019), University of North Texas Libraries, Digital Library, https://digital.library.unt.edu; .