Struktura organizacyjna – narzędzia kierowania i delegowania uprawnień decyzyjnych. Rozwiązania na przykładzie Urzędu Miasta Łodzi

Abstract

The centralization of power in management makes people who are responsible for decisions focus on the current activities of the organization, not on its long-term issues. Creating new management positions and management levels provides an extension of the decision-making timeframe, in this case the dominance a vertical communication. The negative effects of centralization of power are mitigated by delegation of decisionmaking powers to subordinates. In accordance with the concept of modern leadership, it is important to share power, which is made possible by highly qualified subordinates The organizational structure is the basic tool for performing the functions of management. Structural solutions determine the effectiveness of management. The organizational structure indicates where each employee in the organizational system should be. This article presents the organizational structure of the City of Lodz. Defines the responsibilities of individual cells in administration and of their managers. It attempts to answer the question about the effectiveness of apportionment of competence.