Question
Before Organisations can decentralise their activities, consideration must be given to the following (Charlesworth 1951:258) 5 factors affecting decentralisation.
Select the correct answer(s)
Inability of employees at the sub-unit level to report to not more than one central unit.
Careful drawing of jurisdictional lines.
Standardisation of procedures in the sub-units even though uniformity is not needed.
Existence of a sufficiently flexible physical and psychological structure within the agency to enable it to adjust to emerging local conditions.
The sub-unit must not make decisions that affect the overall policy of the Organisation, although it should be encouraged to make its own decisions.
Suggestions from the sub-units to the centre must be strictly channelled.
There should be adequate reporting and inspection methods, which provide the centre with full, accurate and current knowledge of peripheral operations.
Select the correct answer(s)
Inability of employees at the sub-unit level to report to not more than one central unit.
Careful drawing of jurisdictional lines.
Standardisation of procedures in the sub-units even though uniformity is not needed.
Existence of a sufficiently flexible physical and psychological structure within the agency to enable it to adjust to emerging local conditions.
The sub-unit must not make decisions that affect the overall policy of the Organisation, although it should be encouraged to make its own decisions.
Suggestions from the sub-units to the centre must be strictly channelled.
There should be adequate reporting and inspection methods, which provide the centre with full, accurate and current knowledge of peripheral operations.
Answers
GPT-4o mini
The factors affecting decentralisation as proposed by Charlesworth (1951) typically include considerations that enable sub-units to operate effectively while still being aligned with the overall goals of the organization. Based on the options provided, the following would generally align with the considerations for effective decentralisation:
1. **Careful drawing of jurisdictional lines.** - This is crucial for defining the responsibilities and authority of sub-units, which is important for decentralisation.
2. **Existence of a sufficiently flexible physical and psychological structure within the agency to enable it to adjust to emerging local conditions.** - Flexibility is vital for decentralised units to respond to their specific environments.
3. **The sub-unit must not make decisions that affect the overall policy of the Organisation, although it should be encouraged to make its own decisions.** - This ensures that while sub-units can operate independently, they do not undermine the organization's overall strategy.
4. **There should be adequate reporting and inspection methods, which provide the centre with full, accurate and current knowledge of peripheral operations.** - Effective tracking and oversight are necessary to maintain control over decentralized operations.
The following options do not typically support effective decentralisation:
1. **Inability of employees at the sub-unit level to report to not more than one central unit.** - Effective decentralisation often allows for some autonomy without rigid reporting structures that could hinder flexibility.
2. **Standardisation of procedures in the sub-units even though uniformity is not needed.** - While some standardisation can be beneficial, enforcing it when not needed can stifle the advantages of decentralisation.
3. **Suggestions from the sub-units to the centre must be strictly channelled.** - Open communication and feedback should be encouraged rather than strictly controlled to enhance adaptability and innovation.
In summary, the correct considerations for decentralisation based on the provided options are **careful drawing of jurisdictional lines, existence of flexibility, sub-unit decision-making guidance, and adequate reporting/inspection methods.**
1. **Careful drawing of jurisdictional lines.** - This is crucial for defining the responsibilities and authority of sub-units, which is important for decentralisation.
2. **Existence of a sufficiently flexible physical and psychological structure within the agency to enable it to adjust to emerging local conditions.** - Flexibility is vital for decentralised units to respond to their specific environments.
3. **The sub-unit must not make decisions that affect the overall policy of the Organisation, although it should be encouraged to make its own decisions.** - This ensures that while sub-units can operate independently, they do not undermine the organization's overall strategy.
4. **There should be adequate reporting and inspection methods, which provide the centre with full, accurate and current knowledge of peripheral operations.** - Effective tracking and oversight are necessary to maintain control over decentralized operations.
The following options do not typically support effective decentralisation:
1. **Inability of employees at the sub-unit level to report to not more than one central unit.** - Effective decentralisation often allows for some autonomy without rigid reporting structures that could hinder flexibility.
2. **Standardisation of procedures in the sub-units even though uniformity is not needed.** - While some standardisation can be beneficial, enforcing it when not needed can stifle the advantages of decentralisation.
3. **Suggestions from the sub-units to the centre must be strictly channelled.** - Open communication and feedback should be encouraged rather than strictly controlled to enhance adaptability and innovation.
In summary, the correct considerations for decentralisation based on the provided options are **careful drawing of jurisdictional lines, existence of flexibility, sub-unit decision-making guidance, and adequate reporting/inspection methods.**