Decentralization of Managerial Authority Page: 92
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and anna prating effacta that they haw had on
employee moral* and wlllingneee to oo~operate.
Ona ooapany In the flald of merchandlalng foe tared a
decentralised authority administration throughout tha company*
An outatandlng characteristic of tha organization la tha high
moral# of Its employees and managers, She campany la more
oonoerned in tha over-all reaulta of operationa that It la
In amall dotal la of any particular Job*
Ovarapeclalixatlon radueaa tha Joba of employee a to
rapatltive* routlna taaka. there la tha dangar that am*
ployaaa will faal that thair relationship to the company la
only an economic one. Where thla aituetlon exlata, tha
fullaat potantlal oannot ba realised from empleyeea because
thair work eontrlbutlona vlll maat only tha atandarda and
^ seldom exceed them.
. ; Da ©antra llza tion of managarlal authority discourages '
overapeclallsation alnea workera are free to perform
activities that hair® direct relationships to thair jobs.
Tha creative potential of workera la ralaaaad when thay
are allowed to plan and organise their work*
Tha Importance of the human factor In deeentralifting
managerial authority cannot ba stressed too grsatlyslnee
da centra lis at Ion la accomplished through tha afforta of
manage ra and wortetra, Only when aanagers and workers have
P"%arda«r and Moore, jg * alt*. pp« 388-393<
r"ibid., pp. ajcMtja*--
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Kirkpatrick, Thomas O. Decentralization of Managerial Authority, thesis, 1958; Denton, Texas. (digital.library.unt.edu/ark:/67531/metadc107985/m1/96/: accessed December 11, 2018), University of North Texas Libraries, Digital Library, digital.library.unt.edu; .