*3.2.1 Responsibility*

*Strategy and Behaviors in the Digital Economy*

superior loses their authority ([18], p. 71).

the 'personal, the *accepting*<sup>1</sup>

joint advantage.

organisation.

<sup>1</sup> Italics in the original

the complete desires of the ideals of the organisation.

placed on their conduct. The settings and conditions delineating such conduct and the terms by which they are showcased must be unfailing, and be consistent, with

A parallel interpretation of authority is theorised by Simon that noticeably portrays the subject-object duality of authority. The subject-object duality underscores the senior/junior spectacle intrinsic to authority relationships, which Simon

The shared expressions of desired behaviour between the boss and the subordinate account for the presence of authority. Thus, the subordinate must recognise and perform legitimate directives of the superior for authority to triumph. Perrow succinctly conveys this idea when he considers that in a situation where a subordinate declines to carry out legitimate instructions from an authority above, the

The rational supposition from the preceding quote indicates that in a circumstance where the desires and anticipations of the superior are not adhered to, authority would not be deemed to exist. The behaviour configuration of the subordinate on other hand is affected by specific considerations for engaging in some form of operation. Consequently, the matter of discretion is brought into the decision-making processes of the subordinate before undertaking a given assignment. Thus, the subordinate subjects his private agenda by projecting the wishes

To Chester I. Barnard's mind, authority flourishes on two primary levels, namely, the subjective and objective phases. While the subjective phase involves

relates to the character in the communication by virtue of which it is accepted' ([19], p. 163). Chester's objective-subjective dichotomy on authority supports a vital analytical device for this piece as it provides a comprehensive means to appreciating the foundations and functions of organisational control. It offers superior clue that shared influence is intrinsic and essential to any control commitments. Subordinates must be ready to embrace guidelines and instructions for goal-centric results to be obtained. By a similar account, superiors should be able to embrace and encourage the proposals and creativeness of subordinates in the interest of stated organisational goals. A scenario where a subordinate declines to obey reasonable orders issued from a superior undercuts the true pillars on which authority rests. The maintenance of authority is subject to the dominant ideas of the people whose decisive goal is to have specific operations undertaken for their

For authority to be purposeful, it is crucial to guarantee the relevant involvement in terms of private efforts aimed at common targets. There should be the presence of structured individual efforts inextricably linked with prompt dynamic interests at any stated period with the aim of maintaining the reliability of the prevalent organisational authority insofar as instructions lie within the purview of, what Chester labels as, 'zone of indifference'. By zone of indifference, Barnard [29] attempts to illustrate a situation where lower ranked employees incontestably accommodate the guidelines or directives for carrying out a goal-oriented duty. Disparities exist in the zone of indifference. The disparities reveal diverse forms of broadness and narrowness subject to the extent to which inducements exceed the 'burdens and sacrifices' that describe a person's loyalty and attachment to the

Authority possesses bi-modal source, all of which seem to complement rather than contest with the technological and social components. The establishment of

of a communication as authoritative, the latter

expounds as mainly hinging on 'objective and behaviouristic terms'.

and command of their superior as a basis of his action ([19], p. 179).

**76**

A primary aim of authority that appears to win the attention of administrative behaviour enthusiasts is its purpose to assert group and individual acceptance of the principles of standards of behaviour established by those at the upper levels of authority [30]. Responsibility suggests the power of a 'particular private code of morals to control the conduct of the individual in the presence of strong contrary desires or impulses' ([31], p. 263). To a greater extent, a particular conduct is administered by diverse private codes. Such codes could be high, simple low, complex, sketchy or comprehensive, based on a person's ethical status. Logically, general tendencies exist whereby people act in consonance with private interests and contrary to determined organisational ideologies. In view of this, 'elaborate set of sanctions may be evoked and applied against the recalcitrant member' ([19], p.187) upon contravention or disobedience to established instructions, rubrics, standards and recognised principles in the carrying out of specified operations. In Barnard's view, the clash of codes of behaviour has serious repercussions. The risk or enduring fear occasionally present in the use of disciplinary tools can go as far as to offer people some opportunity to engage in manoeuvres favourable to their private agenda.

In Gaus' view [32], it is almost assuredly unconceivable to think about authority in the administration of organisations without encouraging its analogous

considerations on the structures that invite different grades of the hierarchy of organisations to justify their operations.

#### *3.2.2 Coordination*

Essentially, coordination aims to guarantee a cohesive sense of purpose towards a shared direction [33]. In other words, the particular application of coordination is 'the adoption by all the members of the group of the same decision, or more precisely, of mutually consistent decisions in combination attaining the established goal' ([19], p. 190). The duty of compliance with a mutual command and objective makes communication a challenge to, and a crucial aspect of, coordination. Coordination advocates the incorporation of the various 'islands of automation' to accomplish the overall efforts of the organisation. ([34], p. 511). Varied private and team events are unified to attain a common organisation-inspired ends. Communication is the vital factor that secures that functional differences are synchronised to reflect the collective contributions of all the participants in the organisation. From a philosophical viewpoint, authority functions as a harmonising device [35]. Authority endorses the establishment of command structures and communication channels by which individual commitments are coordinated towards the attainment of a common aim. The communication avenues strengthen interdependences among different organisational entities [36]. Coordination could be evident in two deeply separate types, in the form of procedural and substantive. Procedural coordination tries to highlight a sketch of the extensive amplification of the actions and associations of the members in an organisation, while substantive coordination connects with the functional endeavours of the firm.

In Simon's view, the delineation of the chains of command with directives establishing the constraints on individual agents epitomises procedural coordination, although schemes for the creation of specific goods and services characterise substantive coordination. The core of coordination buttresses the conviction that allows people in a harmonised entity expect the probable conduct of their associates. To realise the highest degree of coordination, Gulick recommends the execution of a couple of primary pragmatic necessities.

By organisation, that is, by interconnecting the sub-categorisation of job roles by assigning them to people who are connected in a line of authority. The rationale is for purposeful coordination of work by the orders of bosses to subordinates, moving from the top to the bottom of the whole enterprise.

#### *3.2.3 Specialisation*

Specialisation as an expression of authority inspires the vital worth of administrative proficiency, the spirit of which resides in the awareness that organisational entities differ in their expertise, experience, proficiency, capability and appeal. This belief is informed by the propensity of specialisation to enhance output by boosting profitability [37]. Crucial to specialisation is the notion of division of labour in which 'the work of the organisation is subdivided, so far as possible, in such a way that all processes requiring a particular skill can be performed by persons possessing that skill' ([19], p. 189). Specialisation has its attendant continuous reciprocal fine-tuning by agents in collaborative efforts. Barnard [29] sketches five dynamically interconnected benchmarks by which specialisation gets implicated in constituting organisational activities, which include *specialisation by location*, *time*, *expertise*, *artefacts* and *methods*. None of these separations avoids the part technology plays in carrying out and underlining the particular demands of their corresponding operations.

**79**

**Figure 1.**

*Underlying Forces of Organisational Control on Administrative Behavioural Theoretical Insights*

Specialisation by location connects with the terrestrial area where job is undertaken. Spatial organisation of job by way of accommodation, air-conditioning, compartmentalisation, etc. offers a notion of individuality for finishing certain tasks. Time-induced specialisation is necessary for arranging the procedures and patterns of composite operations, principally in places where work is done in the mode of day-and-night to offer accelerated and premium service. The coordination test for the period of synchronisation at which work is completed has repercussions for promptness and stability in the course of work. Lost time, unobtainability of the relevant resources at the appropriate moment and engaging in things in an unsuitable manner are some of the real-world problematic scenarios to time-led

Know-how as an expression of specialisation underscores the vitality of entities in organisation that performs various specialised tasks. Training and selection processes are led by proficiency and readiness to adhere to uncompromising time timetable of structured arrangements so as to ensure the needed practical skill [38]. Specialisation is also evidenced in the devices and objects applied to complete a given task. In this case, certain accoutrements and technological artefacts may be favoured ahead of others in certain task performance, such that the processes may result in various effects of the final outcome. For example, telephone may be desired for instantaneous response on unmediated interaction to email. Lastly, aspect by means of which specialisation can take place is the processes or modalities that agents apply for the attainment of their operations. The efficiency of such process-inspired specialisation is subject to the adroitness and the expected flex-

The following figure (**Figure 1**) is initiated as a proxy to Barnard's exposition on

Training offers one of the means that assists organisations to effect the character, practice and attitude of their staffs. As a style of organisational stimulus, training changes social agents 'from the inside out' ([19], p. 13) and as such, shapes their choices and judgements sympathetic to the functional competence and

administrative fidelity. Key to this notion is the system of indoctrination, which gets employees to do away with unhelpful conduct and features while instantaneously

*DOI: http://dx.doi.org/10.5772/intechopen.89522*

specialisation.

ibility of agents involved.

the functional nature of authority.

**4. Training in organisational influence**

*The authority triad based on Chester Barnard's [31] analysis of the concept.*

#### *Underlying Forces of Organisational Control on Administrative Behavioural Theoretical Insights DOI: http://dx.doi.org/10.5772/intechopen.89522*

Specialisation by location connects with the terrestrial area where job is undertaken. Spatial organisation of job by way of accommodation, air-conditioning, compartmentalisation, etc. offers a notion of individuality for finishing certain tasks. Time-induced specialisation is necessary for arranging the procedures and patterns of composite operations, principally in places where work is done in the mode of day-and-night to offer accelerated and premium service. The coordination test for the period of synchronisation at which work is completed has repercussions for promptness and stability in the course of work. Lost time, unobtainability of the relevant resources at the appropriate moment and engaging in things in an unsuitable manner are some of the real-world problematic scenarios to time-led specialisation.

Know-how as an expression of specialisation underscores the vitality of entities in organisation that performs various specialised tasks. Training and selection processes are led by proficiency and readiness to adhere to uncompromising time timetable of structured arrangements so as to ensure the needed practical skill [38]. Specialisation is also evidenced in the devices and objects applied to complete a given task. In this case, certain accoutrements and technological artefacts may be favoured ahead of others in certain task performance, such that the processes may result in various effects of the final outcome. For example, telephone may be desired for instantaneous response on unmediated interaction to email. Lastly, aspect by means of which specialisation can take place is the processes or modalities that agents apply for the attainment of their operations. The efficiency of such process-inspired specialisation is subject to the adroitness and the expected flexibility of agents involved.

The following figure (**Figure 1**) is initiated as a proxy to Barnard's exposition on the functional nature of authority.

**Figure 1.**

*Strategy and Behaviors in the Digital Economy*

organisations to justify their operations.

*3.2.2 Coordination*

considerations on the structures that invite different grades of the hierarchy of

coordination connects with the functional endeavours of the firm.

tion of a couple of primary pragmatic necessities.

ing from the top to the bottom of the whole enterprise.

In Simon's view, the delineation of the chains of command with directives establishing the constraints on individual agents epitomises procedural coordination, although schemes for the creation of specific goods and services characterise substantive coordination. The core of coordination buttresses the conviction that allows people in a harmonised entity expect the probable conduct of their associates. To realise the highest degree of coordination, Gulick recommends the execu-

By organisation, that is, by interconnecting the sub-categorisation of job roles by assigning them to people who are connected in a line of authority. The rationale is for purposeful coordination of work by the orders of bosses to subordinates, mov-

Specialisation as an expression of authority inspires the vital worth of administrative proficiency, the spirit of which resides in the awareness that organisational entities differ in their expertise, experience, proficiency, capability and appeal. This belief is informed by the propensity of specialisation to enhance output by boosting profitability [37]. Crucial to specialisation is the notion of division of labour in which 'the work of the organisation is subdivided, so far as possible, in such a way that all processes requiring a particular skill can be performed by persons possessing that skill' ([19], p. 189). Specialisation has its attendant continuous reciprocal fine-tuning by agents in collaborative efforts. Barnard [29] sketches five dynamically interconnected benchmarks by which specialisation gets implicated in constituting organisational activities, which include *specialisation by location*, *time*, *expertise*, *artefacts* and *methods*. None of these separations avoids the part technology plays in carrying out and underlining the particular demands of their

Essentially, coordination aims to guarantee a cohesive sense of purpose towards a shared direction [33]. In other words, the particular application of coordination is 'the adoption by all the members of the group of the same decision, or more precisely, of mutually consistent decisions in combination attaining the established goal' ([19], p. 190). The duty of compliance with a mutual command and objective makes communication a challenge to, and a crucial aspect of, coordination. Coordination advocates the incorporation of the various 'islands of automation' to accomplish the overall efforts of the organisation. ([34], p. 511). Varied private and team events are unified to attain a common organisation-inspired ends. Communication is the vital factor that secures that functional differences are synchronised to reflect the collective contributions of all the participants in the organisation. From a philosophical viewpoint, authority functions as a harmonising device [35]. Authority endorses the establishment of command structures and communication channels by which individual commitments are coordinated towards the attainment of a common aim. The communication avenues strengthen interdependences among different organisational entities [36]. Coordination could be evident in two deeply separate types, in the form of procedural and substantive. Procedural coordination tries to highlight a sketch of the extensive amplification of the actions and associations of the members in an organisation, while substantive

**78**

*3.2.3 Specialisation*

corresponding operations.

*The authority triad based on Chester Barnard's [31] analysis of the concept.*
