When dealing with the authority of the organization,

Answer 1

When dealing with the authority relationship of the organization, the first thing to do was to clarify the types of authority, including direct authority, staff authority, and functional authority.

Direct line authority was the authority of a manager to directly instruct his subordinates. It extended from the highest level to the lowest level to form a chain of command. In the chain of command, different levels of management had direct line authority. It was essentially command and instruction, with the power to make decisions and take action.

The staff officer's authority had a specific right of suggestion or review, such as inquiry, suggestion, etc. It could be divided into personal staff officer and professional staff officer. Personal staff officers had no specific authority, and their authority came from the direct line of personnel. They did not have the authority to command or give orders. Professional staff officers were often independent organizations or departments. The advisor's authority was subordinate. In essence, it was a service and agreement. It was the power to think, plan, and make suggestions.

The functional authority was the part of the authority that belonged to the line supervisor of the staff officer or the manager of a department. The functional authority should be consistent with the professional work of the staff officer or the functional department. It should be limited to specific work, and attention should be paid to coordination to avoid unclear management and work confusion.

At the same time, when dealing with the relationship between authority and power, it should also be consistent and clear. When obtaining power, one must bear responsibility. Authority was a kind of power, and its legitimacy came from the position of the organization. Moreover, the responsibility indicated that the tasks completed by the subordinates must meet the standards set by the superiors. If there was a position but no power, it could not be implemented. If there was power but no responsibility, it would be abused. In addition, different organizations may have different authority systems. For example, the discipline inspection and supervision committee is divided into discipline inspection and supervision leadership authority, discipline inspection and supervision business authority, and discipline inspection and supervision auxiliary authority. The business authority is the core authority, and the other authority serves the business authority. The internal structure of the organization was to rationally construct and deal with the relationship of authority, establish a reasonable organizational structure and division of labor system, so as to achieve the optimal allocation and efficient use of resources.

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