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rking in an aviation company. He is the senior most
Que. Ramdas, aged 49s
employee in his division. He is even senior to the division manager, Kanaputti
jorking
Ramdas is considered one of the most committed, copable and hard
employees. As aresult of his abilities and seniority, he generally received the work
assignments of his choice. Although there was no formal designation of various
pecial’ projects assigned to Ramdas, he handled them as a matter of routine. A
as
problem developed when an able and intelligent person Nagarjuna, aged 33,
previous three years experionce in the closely
appointed by Kanaputti, Nagarjuna s p
rk of his new job
related work, made it possible for him to catch onto the routine
employee. On several occasions,
more rapidly than was customary for ano
Kanaputti noticed the tension developing between the two employees. However, he
didn’t want to get involved in their personal issues as long as the work was
completed effectively and efficiently by them. One day, the tension between them
reach nt and Ramdas complained to Kanaputti stating that his.
dy tak by Nagarjun. Kanaputti issued the order stating
between the two,
thi , = | Opening come stacy - Windows mad
(at Yee het Aco oh
Ndde Ps
BL
OD)? Cress ) WE 2-9-Sar-
.
ase Study:
Que. Atul joins as a Regional Sales Head in the export division of a FMCG (Fast Moving
Consumer Goods) company. in a departmental meeting, he asks one of this
| subordinates, Manik, to take charge of the company’s new office in Dubai. He
| allocates the work to him and grants the necessary authority. However, withina
month by seeking regular feedback on the extent of work accomplished from Manik,
Atul realises that Manik is not doing the work as per his expectations. So he takes
‘away the authority delegated to him and re delegates the work to Prakrit. Due to the
time wasted in this switch over, the work at the Dubai office suffers tremendously
nd the company is not able to meet its desired goals.
In context of the above case:
1, Why is Manik supposed to give regular feedback about work to Atul?
2. Can the authority granted to a subordinate be taken back and re-delegated to
another person? a Case Study:
3. Can Manik be held responsible for not meeting the work related expectations of
Atul? Give a suitable reason in support of your answer.
4. Differentiate between authority, responsibility and accountability on the basis of
origin and flow qa0eP7 a0) WE2L-0-94°
a a a 2
Case Study:
Ans
] Manik is supposed to give regular feedback about work to Atul as he has been
granted authority and entrusted responsibility, so he remains answerable for the
outcome.
2 Yes the authority granted to a subordinate can be taken back and re-delegated to
another person.
3. Yes, Manik can be held responsible for not mecting the work related expectations
of Atul sit is the obligation of a subordinate to perform the assigned duty to the best
of his ability and skill Case Study
[sno | Basis | authority Tresponsibi \ccou
| 1 origin [arises trom formal | Arises from rises from
position in the delegated authority. | responsibility.
organisation
[2 |Fiow | Flowsdownward | Flows upward{rom | Flows upward {rom
} — |iromsuperiorto __| subordinate to subordinate to
subasdinate superior. superior.
