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In article <92318.154235FR5641A@auvm.american.edu> Fadi A. Rabie
<FR5641A@auvm.american.edu> writes:

:Should managers delegate authority to his subordenates,  and if so
:   should they have the power to make decisions.  Should this happen
:   should the manager be part of the group-decision process.

Lacking context, the questions you pose don't make sense.  I will say
this much -- a good manager knows how to delegate, and stays informed.

						...Mike

--
 Michael J. O'Connor           |  Internet:  mjo@FMSRL7.SRL.FORD.COM
 Ford Motor Company, OPEO      |  UUCP:      ...!{backbone}!fmsrl7!mjo
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Fadi A. Rabie <FR5641A@auvm.american.edu> writes:

>Should managers delegate authority to his subordenates,  and if so
>   should they have the power to make decisions.  Should this happen
>   should the manager be part of the group-decision process.


>PLEASE REPLY,  THANK YOU.


I'm happy to read such questions, not just because I have an answer, but now I
know there is someone else that have or had to do with this problems.

So I want to write here what I have to do, hoping that someone can give me some
suggestions.

In the sphere of CSCW we are developing software for the communication between
members of organizations.

This kind of communication is ruled by Petri Nets, and stands on some theories
of the language (Searle).
If you know COORDINATOR you have an idea of this kind of communication.

In real organizations, members have a role, manager, responsible of an area,
...slave... and so on.

I'm trying to formalize concepts such as manager, responsibility, area of
activity, sub-area, commitment, resource, ...

Then I'll have to implement such model in an Object-Oriented Language based on
Common Lisp.

What I ask is:

IS THERE SOMEONE IN THE WORLD DEALING WITH THE PROBLEM I DESCRIBED (HOW TO FIND
A MODEL OF ORGANIZATION) THAT IS SO KIND TO EXCHANGE WORDS AND IDEAS WITH ME???

Thank you in advance, Alessandro

-----
Alessandro Zanetti
Department of Computer Science, Milan University - Italy

e-mail: zanetti@ghost.dsi.unimi.it

zanetti@ghost.dsi.unimi.it (Alessandro Zanetti) writes:

>Fadi A. Rabie <FR5641A@auvm.american.edu> writes:

>>Should managers delegate authority to his subordenates,  and if so
>>   should they have the power to make decisions.  Should this happen
>>   should the manager be part of the group-decision process.
Authority can be delegated at will; _responsibility_, however, cannot.  If a
manager delegates the authority for certain decisions to a lower level, and
the lower livel screws up, he will _still_ be flamed for the results. 
Although this may seem unfair, it actually makes sense.

>I'm happy to read such questions, not just because I have an answer, but now I
>know there is someone else that have or had to do with this problems.
I haven't personally had the problem, but this topic is covered in some detail
in the Industrial Management program at Georgia Tech (probably most good
business programs; anyway I'm GT Class of '83).

>So I want to write here what I have to do, hoping that someone can give me some
>suggestions.
You might pick up a book on management theory.  No titles come readily to
mind, but checking out a local college bookstore should help.  Be warned,
however, that this will be among the most boring reading you'll ever do; so
much of it is obviously common sense, and so much that may not be seems too
easy to dismiss without serious thought.

>In real organizations, members have a role, manager, responsible of an area,
>...slave... and so on.
Roles and the people who fill them are not necessarily the same.  A person
can have many roles, and one role may be filled by many people.  If you find
some material on organizational structure, check out the matrix style of
organization for some ideas.

>I'm trying to formalize concepts such as manager, responsibility, area of
>activity, sub-area, commitment, resource, ...
Remember that these are just words, although you do speak specifically of
_concepts_.  I always found them a little hard to define without using
themselves in the definition.

>Then I'll have to implement such model in an Object-Oriented Language based on
>Common Lisp.
Now here, I cannot help you.  Sorry.

>What I ask is:

>IS THERE SOMEONE IN THE WORLD DEALING WITH THE PROBLEM I DESCRIBED (HOW TO FIND
>A MODEL OF ORGANIZATION) THAT IS SO KIND TO EXCHANGE WORDS AND IDEAS WITH ME???
If I can contribute something useful, I will be satisfied with having done so.
You be the judge...send email if you like.

-JTT

In article 154235FR5641A@auvm.american.edu, Fadi A. Rabie <FR5641A@auvm.american.edu> () writes:
>Should managers delegate authority to his subordenates,  and if so
>   should they have the power to make decisions.  Should this happen
>   should the manager be part of the group-decision process.
>
>
>PLEASE REPLY,  THANK YOU.

Yes!
Naturally, a critical part of a manager's job is to decide what, when, and 
to whom to delegate.  Also, studies of how organizations are evolving are
saying that in order to become more productive and to remain competitive 
organizations need to find ways to move the decision making closer to where 
the work is being done, i.e. to lower levels of management.  It seems to me 
that providing systems that make this easier for organizations is one of 
the goals of groupware.

Should the manager remain part of the decision?  I imagine there are cases
where the decision will be delegated, and other cases where the manager
only wishes to involve the junior in the decision process.  Neither case
should be excluded.

-Keith Swenson
 Fujitsu Open Systems