To paraphrase a famous saying – he is a bad employee who wants to become a leader. However, the position of the boss is not only a leather chair and a high salary. All newly minted managers have to deal with this concept governance responsibility.

Every leader has to constantly make decisions. For decisions and for the consequences of those decisions, he is undoubtedly responsible. And the more the powers of the head, the more his managerial responsibility. If the responsibility is less than the authority, administrative arbitrariness is likely. If authority is less than responsibility - management activities can be paralyzed.

How to determine the scope of authority of the head. It is determined by the resources that the head has the right to use, without coordinating it with higher authorities, as well as the number of subordinates who are obliged to follow his decisions (directly or indirectly). Managerial responsibility is all the more important the greater the authority of the head. It depends on the size of the organization, the dynamics of the business and the problems solved by the manager (how complex they are, important and diverse).

Management responsibility is associated primarily with management decisions. How to make the most effective management decision? To make life easier for yourself and your subordinates, when making an administrative decision, one should listen to such advice:

  • taking a managerial decision, take into account all the factors – apply a systematic approach
  • develop a set of standard solutions: the most part of situations fit into the framework
  • create a sufficient information base, but remember that too much information can interfere
  • accelerate and automate the implementation of your management decisions
  • give subordinates a reasonable freedom of choice
  • consider the implications of decisions
  • to compare their level of authority and level of responsibility for the decision (discussed above)
  • use a creative approach
  • make decisions in a timely manner
  • involve in decision making those affected by it

Well the main rule-making management decisions is the same management responsibility. Even if the decision was made collectively, the responsibility still lies on the head. Alas, however, management responsibility is often ignored. When making current decisions the leaders lose sight of the future, which ultimately adversely affects the business.

How to make management responsibilities consistent with the powers and personnel management was carried out most efficiently? Learn to delegate authority. Of course, managerial responsibility in the delegation of authority is not shifted to subordinates. It simply increases the effectiveness of decision-making.

There are two main the strategy of distribution of powers – centralization and decentralization. When centralization of powers  management responsibility is concentrated on the higher levels of management. At the same time, management is strategically directed, decisions are made by competent people who understand the general situation, and managerial functions are not duplicated. However, with such a distribution of powers, the information is transmitted for a long time along the hierarchical ladder, often distorting at the same time. Often higher ranks do not know about specific situations. A centralized management process is often inflexible.

When the decentralization of management managerial responsibility at lower levels of management. This strategy makes the control flexible and maneuverable. The centre is not overloaded with problems of secondary importance, information flows are reduced and management responsibility rests with staff who are well versed in a particular situation. However, in this case, the control is not directed strategically and tactically, coordination control difficult, which can lead to the neglect of the interests of the organization as a whole, separatism and destruction of the organization.

Like all extremes, both these strategies distribution of authority management responsibility in its pure form is ineffective. The Manager must to properly combine them skillfully distributing and delegating powers.  Credentials are delegated from top to bottom. The authority of each individual employee should suffice exactly so that he can solve the tasks assigned to them. The credentials of employees who interact when making a decision must be balanced. Every employee should know from whom he gets authority, to whom - he transfers; to whom he is responsible for the decision, and who is responsible to him.

Management responsibility is an essential attribute of any leader, and “get rid” of it is impossible. Delegation of authority does not relieve the boss from managerial responsibility, but only helps to maintain a balance between managerial responsibility and level of authority.  If you are not ready to assume managerial responsibility, you are not ready to become a boss.