Search results

1 – 10 of over 120000
Article
Publication date: 1 April 1994

Kees Ahaus and Hen van de Water

Defining authority is a topic of current interest in quality management.The problem of insuffient definitions of authority appears in differentforms: overlap in authority

1284

Abstract

Defining authority is a topic of current interest in quality management. The problem of insuffient definitions of authority appears in different forms: overlap in authority, a hiatus in the division of authority, insufficient balance between responsibility and authority, etc. Defines the concepts of structure, hierarchy, responsibility and authority. Describes managerial method to define authority: the TRA‐session (TRA = task, responsibility and authority). The TRA‐session is a method where, at a team meeting, the authority divisions for over 200 responsibility areas are discussed. For each responsibility area it is indicated who is/are authorized to take decisions and who is/are authorized to give advice. In the TRA‐session management is encouraged to delegate authority. Gives an illustration to show what the authority division concerning product development could look like.

Details

Training for Quality, vol. 2 no. 1
Type: Research Article
ISSN: 0968-4875

Keywords

Article
Publication date: 1 December 1995

F.P. Baker

Considers the role of marketing in an increasingly profit‐orientedlocal authority. Discusses the problems involved when a public serviceespouses marketing principles, but…

19053

Abstract

Considers the role of marketing in an increasingly profit‐oriented local authority. Discusses the problems involved when a public service espouses marketing principles, but concludes that only marketing can make most effective use of the scarce resources available to local authorities.

Details

Journal of Marketing Practice: Applied Marketing Science, vol. 1 no. 4
Type: Research Article
ISSN: 1355-2538

Keywords

Article
Publication date: 1 October 1994

Nurit Nirel, Hillel Schmid and Zvi Stern

Describes and contrasts the perceptions of formal and informal authorityof hospital directors of two different kinds of organizations: hospitalsthat are part of public…

965

Abstract

Describes and contrasts the perceptions of formal and informal authority of hospital directors of two different kinds of organizations: hospitals that are part of public multi‐hospital organizations (PMOs) and independent hospitals. Indicates that all the directors perceive their informal authority to be greater than their formal authority. However, there is a gap in the perception of formal and informal authority by directors of the two types of hospital. Directors of independent hospitals perceive themselves to have more formal and informal authority than do their colleagues at hospitals that are part of PMOs. Both structural and personal explanations for these findings are given. In addition, discusses the implications for policy making of the source of authority, informal, and formal authority in the transition to autonomous semi‐independent hospitals in a changing environment.

Details

Journal of Management in Medicine, vol. 8 no. 5
Type: Research Article
ISSN: 0268-9235

Keywords

Article
Publication date: 1 February 1968

J.G. WILLIAMS

Chester Barnard's insistence that authority rests on the consent of the subordinate is difficult to reconcile with the opposing reality that superiors do have the last…

Abstract

Chester Barnard's insistence that authority rests on the consent of the subordinate is difficult to reconcile with the opposing reality that superiors do have the last word. Resolution of this dilemma is unlikely to bo found by prolonging discussions of the legitimation of authority, which may have reached a point of diminishing returns. Co‐existence of coercion and consent may be more satisfactorily explained in terms of Simon's concept of the subordinate's zone of acceptance of authority and the resulting distinction between two different sets of decisional premises, one at the boundary of this zone and the other inside the zone. An addition to Simon's theory of the concept and analysis of compliance proposed by Etzioni gives further insight into the interdependency of superior and subordinate in the authority situation.

Details

Journal of Educational Administration, vol. 6 no. 2
Type: Research Article
ISSN: 0957-8234

Book part
Publication date: 4 June 2005

Annette Nierobisz and John Hagan

Using survey data from the 1993 Wilson Task Force on Gender and Equality in the Legal Profession and qualitative data from in-depth interviews with female law professors…

Abstract

Using survey data from the 1993 Wilson Task Force on Gender and Equality in the Legal Profession and qualitative data from in-depth interviews with female law professors, we examine the social basis of professional authority in Canadian law school classrooms. Our quantitative and qualitative findings are consistent with classic sociological work and contemporary anecdotal accounts that suggest women experience greater difficulties achieving professional authority. In the law school classroom, however, we find that stratification within the profession and stratification within the knowledge base further undermine the professional authority of female law professors.

Details

Gender Realities: Local and Global
Type: Book
ISBN: 978-0-76231-214-6

Book part
Publication date: 26 July 2014

Jochen Gläser, Enno Aljets, Eric Lettkemann and Grit Laudel

In this article, we analyse how variations in organisational conditions for research affect researchers’ opportunities for changing individual-level or group-level…

Abstract

In this article, we analyse how variations in organisational conditions for research affect researchers’ opportunities for changing individual-level or group-level research programmes. We contrast three innovations that were developed in universities and public research institutes in Germany and the Netherlands, which enables comparisons both between organisational settings and between properties of innovations. Comparing the development of three innovations in the two types of organisations enables the identification of links between patterns of authority sharing at these organisations and the opportunities to develop innovations. On this basis, the distribution of opportunities to change research practices among researchers in the two countries can be established.

Details

Organizational Transformation and Scientific Change: The Impact of Institutional Restructuring on Universities and Intellectual Innovation
Type: Book
ISBN: 978-1-78350-684-2

Keywords

Book part
Publication date: 1 June 2018

Steven Ovadia

To demonstrate how the Project Management Body of Knowledge (PMBOK), a formal project management framework commonly used in corporate settings, can be used to manage…

Abstract

Purpose

To demonstrate how the Project Management Body of Knowledge (PMBOK), a formal project management framework commonly used in corporate settings, can be used to manage library projects, even in situations where the librarian does not have authority over project resources, like personnel, scope, and budget.

Methodology/approach

This chapter uses a conceptual review of the library, project management, and library project management literature to construct recommendations and best practices.

Findings

Many of the PMBOK tools are effective for project managers working without formal authority. These tools include the Stakeholder Register, which allows a project manager to track stakeholders based upon their interest and influence; the Responsibility Assignment Matrix, which allows a project manager and team members to quickly and easily see work and personnel relationships; and Integrated Change Control, which provides project managers with a process for understanding and documenting the impact of project changes. These tools, as well as the PMBOK’s strategies on managing project communication and monitoring and controlling project work, which help orient stakeholders to the work and expectations of the project, while also making sure there are no surprises, provide effective project management tools for librarians working without formal authority.

Originality/value

While the PMBOK is occasionally discussed in the library literature, this chapter extensively uses the framework to connect the framework to library project management. This chapter also shows how the PMBOK, which relies on formal authority, can also be used in situations where the project manager lacks it.

Details

Project Management in the Library Workplace
Type: Book
ISBN: 978-1-78754-837-4

Keywords

Book part
Publication date: 19 May 2010

Stuart Tooley, Jill Hooks and Norida Basnan

Purpose – This chapter aims to identify stakeholder perceptions on the service performance accountability of Malaysian local authorities.Design/methodology/approach – A…

Abstract

Purpose – This chapter aims to identify stakeholder perceptions on the service performance accountability of Malaysian local authorities.

Design/methodology/approach – A questionnaire survey provides the primary source of information, and both descriptive and analytical methods are employed to support the analysis of the empirical findings.

Findings – The chapter shows that despite a strong interest amongst stakeholders for greater accountability of Malaysian local authorities, a standard definition and scope of accountability has not emerged. However, the findings do indicate a new bond of accountability emerging between local authorities and its broader public than previously existed.

Research limitations – The findings and discussion are limited to the propositions put forward in the questionnaire. Alternative research methods would complement the findings.

Originality/value – The findings contribute to our understanding of accountability as interpreted by key stakeholders of local authorities located within the context of a developing country. This could potentially assist Malaysian public sector administrators whereby, and arguably, enhancing the public accountability of local authorities may contribute to an improvement in the performance management of Malaysian local authorities.

Details

Ethics, Equity, and Regulation
Type: Book
ISBN: 978-1-84950-729-5

Abstract

Details

Government for the Future
Type: Book
ISBN: 978-1-84950-852-0

Book part
Publication date: 27 April 2004

Morris Zelditch

Three theories of legitimacy – Dornbusch and Scott’s “Evaluation and the Exercise of authority” (EEA), Walker and Zelditch’s “Legitimacy and the Stability of Authority”…

Abstract

Three theories of legitimacy – Dornbusch and Scott’s “Evaluation and the Exercise of authority” (EEA), Walker and Zelditch’s “Legitimacy and the Stability of Authority” (LSA), and Meyer and Rowan’s “Institutonalized Organizations” (IO) – are integrated into a single consistent theory interrelating the internal and external legitimacy processes of organizations. One consequence of IO, the decoupling of sanctions, evaluations, and performance, contradicts EEA and LSA. The contradiction is addressed by aligning the scope of the three theories, which proves to be the source of the contradiction, accommodating their principles to the change in their scope. Translating their terms into a single, consistent language, auxiliary principles are formulated that interrelate their legitimacy processes and conditionalize pressures for evaluation and control and therefore the decoupling of sanctions, evaluations, and performance – the conditions depending on type of environment, extent of dependence on it, and its organization. Integration does not alter the basic principles of EEA or IO but does correct LSA’s over-estimation of the stability of authority and provides IO with a mechanism by which and refines the conditions under which sanctions, evaluations, and performance come to be decoupled.

Details

Legitimacy Processes in Organizations
Type: Book
ISBN: 978-0-76231-008-1

1 – 10 of over 120000