Understanding the relationship between authority ...

1 Individual s may be delegated alongwith equal and corresponding responsi - bility . The extent of such delegation mustbe clearly spelled out in does not imply autocracy,but it does require the use of orders order is defined as the signalwhich allows coordinated cannot be given blindly; eachmust be tested to assure that it is neces-sary, clear, complete, and reasonable, withcompliance both possible and complete order will supply a spe-cific goal or objective, with permissiblevariations. It will note a method or meansof performance. It will state who, what,when, where, and how, specifying the in-dividual who will be held responsible andaccountable for its proper responsibilityThe prime task of every manager isthe assumption of your own performance interms of what you were ordered to do andwhat you actually interest and, whenever pos-sible, provide incentive.

2 The incentive ofreward, after the successful completionof a task, does work, when properly han-dled. The use of fear as a driving force isobsolete in modern American businesspractice. Punishment is correct after will-ful wrongdoing, but only if it is other type of wrong-doing merelyimplies a lack of training and a need rule:You will see to it thatevery order which is issued is carried will not forget it, change it, or coun-termand it is your responsibility to do some-thing, there are no excuses for not ac-complishing that objective. Regardlessof what happens, your are answerable forattaining, or not attaining, that cannot shift the responsibility for nothaving it done. There might be mitigat-ing circumstances, but you are still order which has been given,and given correctly, carries responsibil-ity. Responsibility implies accountabil-ity. Accountability is a two-way street forevery manager.

3 Each will be held ac-countable by a supervisor, who will holda subordinate means liability forany variance from the anticipated norm,whether that variance is a positive or anegative one. It implies the need for you are to avoid blame, you mustexercise accountability over your subor-dinates, and you must do it consistentlyif your department is to operate breeds a loss of cred-ibility, a loss of trust, and a loss of re-spect. Without trust, there is no loyalty,when there is no loyalty, morale falls. As morale falls, so does the motiva-tion and both the quality and quantity ofproduction. Inconsistency creates people accountable and do itconsistently. Offer praise when it is due,and training or disciplinary action whenindicated. If you fail to do either, or both,the chances are that your department willnot run efficiently, economically, or manager who cannot, or willnot, shoulder the responsibility and ac-countability for the economic, efficientand effective operation of their depart-ment, deserves neither the title of man-ager, nor the salary of a Luby, through his organizationProfit Builders International, has devel-oped the Roadmap to Success program,containing a wealth of business infor-mation necessary to successfully run afencing company.

4 The Roadmap to Success program isavailable on CD, along with his book,The Close, and The Roadmap to Successuser manual. Contact Luby at 954-927-8009 or 866-6-PROFIT (677-6348). Fax954-927-8060. See his web site, located at There is a definite relationship be-tween authority , responsibility and ac-countability. Without a clear under-standing of this relationship , effectivefunctional management, with clear linesof reporting and communication, be-comes a distinct requires the ability to giveorders properly. Responsibility requiresthe ability to follow through, assuringthat the orders are carried out must always equal re-sponsibility, and must be sufficient to ful-fill the requirements of the job. But never more than that which isnecessary to get the job and responsibility mustnever be dual, shared or overlapping. Oneperson, and only one person, is respon-sible for the successful completion ofevery long as there is singular delega-tion of authority and responsibility, theindividuals with responsibility may beassigned accountability; however, whenmore than one person shares the author-ity and responsibility for something, nei-ther can be held accountable for whatmight go must be clearly definedand follow clear paths.

5 Without clear def-inition, there will be confusion. An or-ganizational chart should clearly definethe paths, while job descriptions clearlydefine the full scope of the authority foreach individual, from the presidentof the company down to the floor sweep-ers, must know the limits and scope ofthe authority of his or her position. Theselimitations this scope must never becircumvented. When an individual cir-cumvents the authority of any other, heeffectively relieves that individual of allresponsibility and accountability for anunspecified length of time. Additionally, such circumventionharms the morale of that individual. Theside effects will spread downwards to theCopyright 2005 reprinted from World Fence News April 2005 issue the relationship between authority , responsibility and accountabilityBYTOMLUBY