How is the Acceptance theory of authority different from its traditional concept?
What is the logic of its supporters?
Answers
Answer:
The acceptance theory of authority states that a manager's authority over his/her subordinates depends on the willingness of the subordinates to accept his/her right to give orders and comply with them.
While the acceptance theory essentially follows the traditional top-down management approach, it also embraces a much more contemporary philosophy of management that acknowledges the need to provide subordinates with a clear definition of company policies and initiatives.
As such, this theory seeks to foster compliance that is not blind, while encouraging subordinates to ask questions.
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A Little More on Acceptance Theory of Authority
There are four commonly-recognized theories of authority:
Formal or Classical Theory of Authority
Acceptance Theory of Authority
Authority Theory of the Situation
Competence Theory of Authority
The acceptance theory of authority was originally conceived by Mary Parker Follett, but was popularized later by Chester Barnard (1886-1961) through his 1938 book, The Functions of the Executive.
This theory of authority emphasizes on the managers role in maintaining rapport with their subordinates in order to facilitate smooth communication and enlist the support of subordinates towards management decisions.
Also known as bottom-up authority, the acceptance theory suggests that authority actually flows from bottom to top and not the other way around. In this regard, the flow of authority is more comparable to a request by top-level management, which, when accepted by subordinates, results in the actual exercise of authority by the managers.
Conversely, a rejection of such a request by subordinates means that managers are unable to exercise authority.
The highlight of the acceptance theory of authority is that it acknowledges informal relationships within the organization and thus, provides a much more practical understanding
- The acceptance theory of authority presents a contrast to the traditional formal view of authority. ... He argued that management has only as much authority or power as subordinates is willing to accept and to the extent they consent to comply with directives.