Decentralization of Managerial Authority Page: 89
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Personnel dlasatlafaotions may ba expeeted at first#
Some managers say actually resign as th© result of re
adjusting responsibility for d«cls lon«>maklng and $• Halting
certain powers through tha procasa of decentralising man- :
agarlal authority. Frequently, apaolallats find It difficult
to aasuas new Jobe that require a wider aeopa becauae they
have an Inadequate background or thay are raslstant to He-
oepting newly found authority. It may ha a frustrating
experience for aoae manage ra to become accustomed to re-
ceiving authority If It haa baan highly centralised in Just
a few top axaeutlvaa In tha past.
- Since tha key t© da cant ra Using managerial authority la
dalagation of authority, it la appropriata to aek why managara
of tan rafuaa to delegate. The moat prevalent of these reasons
ara aa follows?
1. Tha managar faala that no othar paraon except him-
aalf la qualified to do tha Job.
2. Tha managar may lack confidence In tha paopla undar
3. Tha managar may have received his training undar a
euperior that via a nondelegator.
4. tha managar may not want to take the time to train
subordinate a or may be afraid that they will make too many
5. The manager may be afraid of loalng control if ha
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Kirkpatrick, Thomas O. Decentralization of Managerial Authority, thesis, 1958; Denton, Texas. (digital.library.unt.edu/ark:/67531/metadc107985/m1/93/: accessed December 16, 2018), University of North Texas Libraries, Digital Library, digital.library.unt.edu; .