Decentralization of Managerial Authority Page: 91
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mmasary to conduet m formal training program ©a how to
• " It bus been ahovn that participation by «tanag«ra and
workers in dacislon~®aking ha® many advantages. The effects
decentralised authority haa upon human relation® la a coopany,
on the whole, am beneficial and to tea deeired* A final
araa of bu an ralationa that naada to be explored la the
affact decentralisation of authority haa upon over*
apecielizatlon of jobs and job enl®rg®«®nt*
The Effecte of Overapeclellsatlon
The elgnlfloance of apaelallxation 11aa in lncreaaing
production through tha procaaa of braaking cooplex eye teas
of operetloae Into their enalleet component parte, Quite
often, the human factor la overlooked In thie process.
Management may loaa eight of tha potential each worker haa
to perform oertaln atagee of planning, organising, and
controlling operations over hla job. The individual worker,
in turn, haa little perepectlve of the relationship hla job
hae to other highly apeeiellsed jobs, JSven more laportent,
the worker any completely loee eight of company objectives
beoauea of the impereonal atmosphere that exlete.
There la good reason to believe that the
fain In productivity achieved by overepeoi el-
se tlon and lte twin brother, overcentrallsatlosi
of authority, hae been lost in the debilitating
1?«illia 8, SOL* P* 77.
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Kirkpatrick, Thomas O. Decentralization of Managerial Authority, thesis, 1958; Denton, Texas. (digital.library.unt.edu/ark:/67531/metadc107985/m1/95/: accessed December 17, 2018), University of North Texas Libraries, Digital Library, digital.library.unt.edu; .